Georges River Council Annual Report 2020 by Georges River Council

Annual Report 2019/2020

www.georgesriver.nsw.gov.au 1

Translation information IMPORTANT

ΣΗΜΑΝΤΙΚΟ

For help to read and understand this document, Council can arrange interpreter services for you. Please contact Language Assistance Services on 131 450.

Για βοήθεια στην ανάγνωση και κατανόηση αυτού

Annual report This annual report is a comprehensive report on Council’s activities throughout the preceding financial year. It is intended to supply the community with information about Council’s activities and financial performance. It also looks at key achievements by Council and its staff, as well as challenges faced by Council over the same period. Our annual report also helps inform our future planning by providing progress on implementation of our Delivery Program and progress towards achieving our Community Strategic Plan outcomes. Our financial performance against annual and longer-term budgets is part of the way we are accountable to our community. For more information, please contact Council on 9330 6400 or email mail@georgesriver.nsw.gov.au.

Translation information 重要市议会为您准备了口译服务，帮助您阅读和理解本文档。请拨打131 450联系语言协助服务处。年度报告这份年度报告是市议会在上一财年活动的综合报告，旨在为社区提供市议会活动与财务状况的信息。报告还涵盖了市议会及其工作人员的主要成绩，以及市议会在这同一时期所面临的挑战。年度报告还汇报了交付计划（Delivery Program）的实施进度以及社区战略计划（Community Strategic Plan）的进展成果，有助于了解市议会的未来计划。在年度和长期预算之下，保持财务状况稳健是我们对社区所担负责任的一部分。欲了解详情，请拨打9330 6400或致信电子邮件 mail@ georgesriver.nsw.gov.au 联系市议会。

του εγγράφου, η Δημαρχία μπορεί να προσφέρει διερμηνευτικές υπηρεσίες σε εσάς. Παρακαλούμε, επικοινωνήσετε με την Υπηρεσία Βοήθειας Γλωσσών στο 131 450. Ετήσια Έκθεση Αυτή η ετήσια έκθεση αποτελεί μια εμπεριστατωμένη έκθεση σχετικά με τις δραστηριότητες της Δημαρχίας καθ’ όλη τη διάρκεια του προηγούμενου οικονομικού έτους. Προορίζεται να παρέχει στην κοινότητα πληροφορίες σχετικά με τις δραστηριότητες της Δημαρχίας και τις οικονομικές της επιδόσεις. Επίσης, εξετάζει τα βασικά επιτεύγματα της Δημαρχίας και του προσωπικού του, καθώς και τις προκλήσεις που αντιμετωπίζει η Δημαρχία κατά την ίδια περίοδο. Η ετήσια έκθεσή μας συμβάλλει επίσης στην ενημέρωση για τον μελλοντικό μας σχεδιασμό ενημερώνοντας για πρόοδο της εφαρμογής του Προγράμματος παροχής Υπηρεσιών (Delivery Program) και για την πρόοδό μας προς την επίτευξη των στόχων του Κοινοτικού Στρατηγικού Σχεδίου μας. Η χρηματοοικονομική μας επίδοση σε σχέση με τους ετήσιους και μακροπρόθεσμους προϋπολογισμούς είναι μέρος του τρόπου με τον οποίο λογοδοτούμε στην κοινότητά μας. Για περισσότερες πληροφορίες επικοινωνήστε με τη Δημαρχία στο

παρακαλούμε

9330 6400 ή με ηλεκτρονικό ταχυδρομείο στο mail@ georgesriver.nsw.gov.au मह�पूणर् कािउ�लले तपाईलाई यो कागजात पढ् न र बु� म�तको लाि◌ग दोभाषे सेवाह� �वस्था गनर् स�छ । कृ पया भाषा सहायता सेवा १३१ ४५० मा स�कर् गनर् ◌ुहोस् । वाि◌षक� िप्रतवेदन

‫ﮫﻣﮭﻓو دﻧﺗﺳﻣﻟا اذھ ةءارﻗ ﻰﻠﻋ ةدﻋﺎﺳﻣﻠﻟ ﻣـــﺟرﺗﻣ ﺔـــﯾّدﻠﺑﻟا كﻟ ـــّرﻓوﺗ ﻧﺄ نﻛﻣﯾ مﻗرﻟا‬ 131 450 ‫ﻰﻠﻋ ﺔﻣﺟرﺗﻟا ﺔﻣدﺧﺑ لﺎﺻﺗﻻا ءﺎﺟرﻟا‬. . ‫ﯾوﻧﺳﻟا رﯾر‬ ‫ﺔﻘﺣﻼﻟا ﻟﻣﺎﻟﯾّﺔا ﺔﻧﺳﻟا لﻼﺧ ﯾّﺔدﻠﺑﻟا ﺔطﺷﻧأ ﻟوﺣ لﻣﺎﺷ رﯾرﻘﺗ وھ اذھ ﯾوﻧﺳﻟا رﯾرﻘﺗﻟا‬ ‫ءادﻷاو ﯾّﺔدﻠﺑﻟا ﺔطﺷﻧﺄﺑ ﺔﺻﺎﺧﻟا تﺎﻣوﻠﻌﻣﻟا ﻊﻣﺗﺟﻣﻟا ءﺎﻧﺑﻷ دّمﻘﻧ ﻧﺄ وھ ﮫﻧﻣ ﻓدﮭﻟاو تﺎﯾد‬ . ‫ﺎﮭﻟ ﻲﻻﻣﻟا ةرﺗﻔﻟا‬. ‫ّﺣﺗﻟا ﻰﻟإ ﺔﻓﺎﺿﻹﺎﺑ ﺎﮭﯾﻔوظ ّﻣو ﯾّﺔدﻠﺑﻠﻟ ﺔﻣﺎﮭﻟا ﺗﺎزﺎﺟﻧﻹا ﺿرﻌﯾو ﺎﻣﻛ‬ ‫سﻔﻧ لﻼﺧ ﯾّﺔدﻠﺑﻟا ﺎﮭﺗﮭﺟاو ﻲﺗﻟا‬ . ‫دّمﻘﺗﻟا ﺿرﻌﺑ كﻟذو ﻟﻣﺳﺗﻘﺑﻠﯾّﺔا ﺎﻧططﺧ نﻋ تﺎﻣوﻠﻌﻣ ﯾﺿﺎًأ ﯾوﻧﺳﻟا ﺎﻧرﯾرﻘﺗ رﻓّوﯾو‬ ‫ﺔﯾﺟﯾﺗارﺗﺳﻻا ﺔط ّﺧﻟا ﺞﺋﺎﺗﻧ زارﺣإ ﻲﻓ دّمﻘﺗﻟاو ﺎﻧﺑ صﺎﺧﻟا زﺎﺟﻧﻹا ﺞﻣﺎﻧرﺑ ذﯾﻔﻧﺗ ﻲﻓ‬ ‫ﻊﻣﺗﺟﻣﻠﻟ مﺎﻣأ‬. ‫ﻲﻻﻣﻟا ﺎﻧؤادأ دﯾُﻌ ثﯾﺣ‬، ‫دﻣﻷا ﺔﻠﯾوطو ﯾّﺔوﻧﺳﻟا ﻧﯾّﺔازﯾﻣﻻﺑ ﻧﺔًرﺎﻘﻣ‬، ‫ﯩدﺣإ‬ ‫ﻟﯾّﺗﻧﺎوﺋﺳﻣ‬

यो वाि◌षक� िप्रतवेदन िअघ�ो ि◌व�◌ीय वषर् भरी कािउ�लको िगितिवधह� समावेश बारे एक ि◌व�ृत िप्रतवेदन हो । यसको उ�े � कािउ�लको िगितिवधह� र ि◌व�◌ीय प्रदश�नको बारे मा समुदायलाई पूणर् जानकारी ि◌दनु हो । यसले कािउ�ल र यसका कमचा�रीह�ले गरे का प्रमुख उपिल�ह�को साथै कािउ�लले सोही अिवधमा सामना गनर् ◌ुपरे को चुनौतीह�लाई िपन हेरेको छ । हाम्रो वाि◌षक� िप्रतवेदनले हाम्रो ि◌वतरण कायक्र�मको काया��यनमा र हाम्रो सामुदाि◌यक रणनीि◌तक योजनाको नतीजाह� प्रा� गन� ि◌दशाि◌तर प्रिगत प्रदान गरे र हाम्रो िभव�को योजनालाई सूि◌चत गनर् िपन सहयोग गदछ� । वाि◌षक� र लामो अिवधको बजेट ि◌ब�� हाम्रो ि◌व�◌ीय प्रदश�न हाम्रो समुदाय िप्रत जवाफदे ही हो । िअधक जानकारीको लाि◌ग कृ पया ९३३० ६४०० वा ईमेल mail@georgesriver.nsw.gov.au मा कािउ�ललाई स�कर् गनर् ◌ुहोस् ।

Georges River Council // Annual Report 2019/20

Acknowledgement of Traditional Owners Georges River Council acknowledges that the Biddegal people of the Eora Nation are the traditional inhabitants and custodians of all land and water in which the Georges River region is situated. Council recognises Aboriginal people as an integral part of the Georges River community and highly values their social and cultural contributions. Georges River Council is committed to showing respect for Aboriginal people as Australiaâ&#x20AC;&#x2122;s first peoples. Council has adopted the practice of acknowledging the Traditional Custodians of Country at events, ceremonies, meetings and functions.

A leading, people-focused organisation delivering outstanding results for our community and city

Contents

Translation information.......................................................................2 Acknowledgement of Traditional Owners...........................................3 About this report.................................................................................6 Georges River at a glance..................................................................8 Capital works snapshot......................................................................12 Annual scorecard...............................................................................14 Overview...........................................................................................17 About Georges River..........................................................................18 Our vision, mission and values...........................................................25 Awards and recognition......................................................................27 Performance snapshot.......................................................................28 Mayorâ&#x20AC;&#x2122;s report....................................................................................33 General Managerâ&#x20AC;&#x2122;s report..................................................................34 The community.................................................................................37 Spending rates and charges..............................................................38 Key capital projects............................................................................40 Engaging with the community............................................................44 Media highlights.................................................................................48 Supporting business and other stakeholders.....................................54 Our commitment to the environment..................................................56 Celebrating volunteers.......................................................................60 Community events..............................................................................62

Australia Day at Carss Bush Park 2020

Georges River Council // Annual Report 2019/20

Our performance..............................................................................65 Pillar 1 - A protected environment and green open spaces................69 Pillar 2 - Quality, well planned development.......................................81 Pillar 3 - Active and accessible places and spaces............................93 Pillar 4 - A Diverse and Productive Economy.....................................103 Pillar 5 - A Harmonious and Proud Community with Strong Social Services and Infrastructure..........................................113 Pillar 6 - Leadership and Transparency..............................................133 Key capital works...............................................................................172 Securing our future..........................................................................182 Our response to COVID-19................................................................184 Our experience in images..................................................................196 Our organisation...............................................................................201 Our organisational structure...............................................................202 Our organisational profile...................................................................204 Work health and safety.......................................................................208 Governance.......................................................................................219 2019/20 Councillors............................................................................223 Democratic governance.....................................................................228 Corporate governance........................................................................233 Additional statutory information.....................................................241 Financial information.......................................................................261 Glossary of terms and acronymns......................................................368 Index...................................................................................................371 Statutory Index...................................................................................372

A leading, people-focused organisation delivering outstanding results for our community and city

About this report This is the fourth annual report prepared by Georges River Council. Based on the 2019/20 financial year, it reports on our accomplishments in realising the community’s vision for the local government area (LGA). It outlines our progress against our Community Strategic Plan 2018-2028, Delivery Program 2018/2019-2020/21, and Operational Plan 2019/20 and reports on the six most important themes – or pillars – identified by the community during the development of the Community Strategic Plan 2018-2028.

The six pillars are: • • • • • •

A protected environment and green open space Quality, well planned development Active and accessible places and spaces A diverse and productive economy A harmonious and proud community with strong social services and infrastructure Leadership and transparency

Each of these pillars is accompanied by specific goals that further focus our efforts to meet the community’s vision. This Annual Report offers an accountability mechanism between the community and Council. It has been prepared in accordance with Section 428 of the Local Government Act 1993 and the Office of Local Government’s Integrated Planning and Reporting Guidelines. The theme of this Annual Report – Securing our Future – reflects the challenges posed by the COVID-19 pandemic and identifies the impacts and strategies we are putting in place for recovery. (Refer to pages 182-194 for detailed information).

Georges River during COVID-19. Photography by Elder

Georges River Council // Annual Report 2019/20

Securing our future – recovering from the impacts of COVID-19 Council is operating and providing local services in unique circumstances due to the COVID-19 pandemic. Our experiences during this time will be recorded by and reflected on by others in years to come. Because a pandemic affects everyone in the world, this allows us to learn from the experiences of others. However, it also limits the opportunity to seek assistance. Collaboration and partnership are now an essential part of our new business as usual. We cannot thrive without working with others. We have adjusted how we operate and provide necessary services; from this, some changes will continue post-pandemic – for example, webinars for community engagement. While we all look forward to returning to face-to-face community engagement, webinars will remain in place for community members who cannot leave their homes or cannot attend a workshop. We have demonstrated that we are responsive, resourceful, resilient, adaptable, and compassionate. At all times we have prioritised the health of our community, customers, and staff.

Key impacts have been: • • • • •

reduced direct face-to-face contact temporary closure of services and facilities changed operation of services and facilities (for i.e. a reduced number) reduced events or attendance at events loss of income

The pandemic has affected our services (January-June 2020): • • • • • • • • • •

100 fewer events conducted 5,000 fewer visitors to our service centres 158,000 fewer visitors to our libraries 49,000 fewer visitors to Hurstville Entertainment Centre 9.8 per cent increase in illegal dumping 26 per cent reduction in trade waste 6 per cent increase in volume of waste through community income from car parking down approximately $276,000 reduction in commercial leases - $22,000 per month temporary closure of Early Learning Centres

(For more information on our response to the COVID-19 epidemic see page 182194).

A leading, people-focused organisation delivering outstanding results for our community and city

Georges River at a glance Our population (2019) 159,471 Projected 185,346 by 2036 (change 2020-36) 15.15% (forecast id)

AGED LESS THAN 20 YEARS

22.8%

AGED MORE THAN 65+ YEARS

15.4%

37 YEARS

MEDIAN AGE

HOUSEHOLD TYPE

POPULATION BORN OVERSEAS

44.8%

MIGRATION

INDIGENOUS COMMUNITY

0.5% of population

ASSISTANCE

72.4%

33.3%

from elsewhere in Australia

11.5%

49.8%

families with children

27.6%

couples without children

of population provide assistance to a person with a disability

from overseas

14.7%

53.4%

residents speak a language other than English at home

Georges River Council // Annual Report 2019/20

one parent family

26.6%

provide care for children

Housing

DETACHED DWELLINGS

FLAT OR APARTMENT

HOUSEHOLDS RENTING

HOUSEHOLDS WITH A MORTGAGE

53.8% 33.6% 31.7% 30.8%

31.3%

Transport

residents use public transport to get to work

Economy

54,813 local jobs

15,726

people live and work in Georges River LGA

16,289

Healthcare and social assistance

15,726

6.5%

resident workers

local businesses

unemployed

Largest industry by employment Sources: Australian Bureau of Statistics, Estimated Resident Population, 2018, Profile ID.com.au Economy ID.com.au, Australian Bureau of Statistics, Census of Population and Housing, 2016

$8.21 BILLION GRP

20.5%

Households with a weekly income >$3000

30.2%

university educated

â&#x20AC;&#x192;

A leading, people-focused organisation delivering outstanding results for our community and city

Our environment Waterways:

40 km

Bushland under restoration by volunteers: Bushcare groups:

154 ha

4,300 trees given away in 2019/20 Estimated tree canopy cover of 38% (including mangroves) 266 Council parks and reserves totalling 477 ha 10 boat ramps 3 tidal pools

Our infrastructure 394 km local roads 27.7 km regional roads 494 km footpaths

36 Length of footpaths constructed 6.6 km Number of drainage programs completed 15 Number of traffic devices constructed 12 Length of new kerb and gutter constructed 1.8 km

Number of footpaths constructed

Our recreation facilities

3 aquatic and leisure facilities (1 currently closed) 5 libraries 1 museum and gallery 34 council community facilities (9 with space for hire) 1 stadium 1 entertainment centre 118 playgrounds 15 tennis courts 28 netball courts 57 sporting fields including 2 synthetic fields and 2 mini fields 2 golf courses

Georges River Council // Annual Report 2019/20

Council

584 full time equivalent staff $148.6 m budget expenditure forecast for 2020/21 $46.4 m capital budget expenditure forecast for 2020/21 $3.2 m total operating budget deficit forecast for 2020/21

Financial results ($â&#x20AC;&#x2122;000) 2017/18

2018/19

2019/20

Change

Revenue*

$130,814

$136,930

$138,484

1.1%

Expenses

$131,583

$140,199

$147,968

5.5%

$1,447,849

$1,563,223

$1,581,850

1.2%

$38,684

$40,406

$47,683

18%

Assets Liabilities *Excluding capital grants

Australia Day at Carss Bush Park 2020

Capital works snapshot

Road upgrades

Playground improvements

$4,802,528

$3,417,151

Library resources

Corporate systems and technology

$989,428

$356,090

New and improved parks

Other land and buildings

Public amenities

$452,213

$4,924,549

$731,053

Traffic/pedestrian facilities

Drainage

Plant and equipment

$712,984

$2,058,282

Georges River Council // Annual Report 2019/20

Footpath improvements

$1,933,416

Sustainability initiatives

$3,845,190

$2,956,811

Community buildings and facilities

$16,965,250

Neighbourhood centre improvements

$920,063

Sportsfields and facilities

$9,799,307

Peakhurst Park Synthetic Field Opening 2019

A leading, people-focused organisation delivering outstanding results for our community and city

Annual scorecard 2017/18

2018/19

2019/20

Correspondence completed

24,617

42,001

47,446

Cyber threats blocked

2,414,912

9,928,581

12,260,202

Tenders awarded to the value of

$45,118,598

$44,949,322

$22,714,885

Tree applications processed

706

796

832

Number of trees planted

3,650

3,814

new measure created

N/A

961

Kilometres of roads re-sheeted

6.5

8.3

11.9

Kilometres of footpath constructed

3.7

8.5

6.6

Visits to Hurstville Aquatic Leisure Centre

1,159,178

1,221,602

896,143

Tonnes of waste diverted from landfill

29,215

27,199

30,358

Number of trees planted

(excludes National Tree Day Give Away and other community planting)

Georges River Council // Annual Report 2019/20

N/A

Food shop inspections

893

940

596

$14,750

$209,030

$97,151

Value of development applications (DAs) lodged

$1,054,762,960

$568,118,643

$463,173,520

DAs assessed

894

758

494

Attendees at major Council events

68,000

69,657

63,000

Telephone calls answered

104,067

105,217

74,678

Attendees in community centres and performance venues

317,596

336,297

239,567

Visits to Georges River libraries

811,816

721,975

499,740

Councillor requests

1,805

1,078

626

Enquiries from MPs

1,586

1,461

1,206

N/A

Fines for environmental breaches

Council meeting and committee meeting live streams

A leading, people-focused organisation delivering outstanding results for our community and city

Carss Park Foreshore Naturalisation Project.

Overview This section of the Georges River Council 2019/20 Annual Report provides a profile of the Georges River Local Government Area (LGA), and a snapshot of our performance, awards and recognition. It also introduces our Mayor and General Manager.

OVERVIEW

About Georges River History The traditional owners of the area now known as the Georges River are the Biddegal people of the Eora Nation, who have lived on this land for more than 40,000 years. European settlement in the area in 1788 led to dramatic change for the Aboriginal community. The first land grant was assigned in 1804, with Hannah Laycock and her family receiving 700 acres. In 1808, Captain John Townson was granted 1,950 acres of land, comprising the present-day suburb of Hurstville and part of Bexley. His brother Robert Townson was granted the land which now comprises Penshurst, Mortdale, and parts of Peakhurst. European settlement was the catalyst for significant changes to the natural landscape, which was rich in natural resources, such as lime and timber.

Georges River Council // Annual Report 2019/20

Communities began to work in areas including limeburning, timber-getting, oyster-farming, ship-building, and brickworks. Further transformation of the Georges River area took place in 1850, when Michael Gannon purchased land and subdivided it into small farms along what is now Croydon Road. Three larger farms were purchased by Messrs Dent, Peake, and Ibbotson, and the area became known as Gannons Forest. When a local school was established in 1876, it was named "Hurstville", and in 1884, the new railway station took the same name. The establishment of the Illawarra Railway line saw the landscape shift from rural to an environment featuring cottages and roads, and residents opted for trades over agricultural work.

Webster’s Lookout, Oatley Park, Oatley NSW, Believed to be 1930s.

Kogarah Council was first established in 1885, with a municipality in Hurstville following in 1887. Improved transport links brought about an increase in population in the 1900s, which led to a boom in new shops and businesses. The picturesque rivers, coves and beaches of Georges River became the ‘pleasure grounds’ of Sydney, popular for swimming, boating, and picnicking.

Councils. Today, the Georges River area is home to a thriving multicultural community, sharing links with more than 50 countries. Some 159,471 people call the Georges River area home, with 16 per cent of the community born in China and 53.4 per cent speaking a language other than English at home (2016 Census).

The discovery of gold in NSW in the 1850s attracted Chinese migration to the Georges River, and migration from China and Hong Kong again boomed in the 1990s, when a distinct Chinese community began to form in the area. By 1988, Hurstville had become a central business district for the southern suburbs of Sydney, and was declared a city.

Council

Georges River Council was formed in 2016 following the amalgamation of the former Hurstville and Kogarah

You can learn more about our organisational structure on page 202-206.

Our 15 elected councillors are supported by 623 staff members undertaking both administrative and outdoor activities. Our annual operational expenditure budget for 2019/20 exceeded $147 million and an additional capital expenditure program in excess of $54 million.

A leading, people-focused organisation delivering outstanding results for our community and city

OVERVIEW

Georges River LGA is 17 kilometres from Sydney CBD and covers 38 square kilometres.

Georges River Council // Annual Report 2019/20

Suburbs

Demographics

• • • • • • • • • • • • • • • • • • • • • • •

The Georges River LGA has a slightly lower proportion of people 17 and younger and a higher proportion of people aged over 60 than the Greater Sydney average.

Allawah Beverley Park Beverly Hills Blakehurst Carlton Carss Park Connells Point Hurstville Hurstville Grove Kogarah Kogarah Bay Kingsgrove Kyle Bay Lugarno Mortdale Narwee Oatley Peakhurst Peakhurst Heights Penshurst Riverwood Sans Souci South Hurstville

Overall, 20.2 per cent of the population was 17 and under, and 20.6 per cent 60 and over, compared with 22.1 per cent and 19 per cent respectively for Greater Sydney. The area has a high proportion of people born overseas (44.8 per cent) and 42 per cent of the population is from a non-English speaking background. The largest overseas country of birth in the LGA is China, where 16.1 per cent of the population, or 23,654 people, were born. The next most common places of birth are Nepal (3.3 per cent), Hong Kong (2.5 per cent) and the United Kingdom (1.6 per cent). The countries of birth with the biggest net gain in number of residents between 2011 and 2016 were China (+5,168), Nepal (+3,081), The Philippines (+725), India (+397) and Bangladesh (+352). Aboriginal and Torres Strait Islander people represented 0.5 per cent of Georges River’s population in the 2016 Census.

Location

Languages

Georges River LGA is 17 kilometres from Sydney CBD and covers 38 square kilometres.

The most common languages spoken at home other than English are Chinese languages (17.7 per cent), Greek (5.4 per cent) and Arabic (3.6 per cent). Those speaking Nepali has increased from 1.3 per cent in 2011 to 3.4 per cent (compared to 0.7 per cent in Greater Sydney) in 2016.

Georges River LGA is close to Sydney Airport and the M5 Motorway, as well as the foreshores of Botany Bay and the Georges River. The area is serviced by Stoney Creek Road, Forest Road, King Georges Road, and the East Hills and Illawarra rail lines. It is the major public transport interchange for the St George region, with excellent access to train and bus services. The LGA consists of five wards: Blakehurst, Hurstville, Kogarah Bay, Mortdale, and Peakhurst.

Population The estimated resident population for 2019 is 159,471 with a population density of 41.57 people per hectare. The population in 2020 is estimated at 160,965 and is forecast to grow to 185,346 people by 2036 (15.15 per cent increase).

Economy The local economy sustains 54,813 jobs with 84,680 employed residents. Of the 42,487 local workers in the LGA, 15,726, or 37 per cent, also live in the area. 46 per cent of the local workers are male and 54.1 per cent female. The LGA is home to around 16,289 local businesses with the largest industry (by employment) being healthcare and social assistance (15,631 local jobs in 2018/19). Financial and insurance services were the most productive industries, generating $1,374 million in 2018/19.

A leading, people-focused organisation delivering outstanding results for our community and city

OVERVIEW

Our gross regional product was $8.21 billion in the year ending June 2019, growing 1.2 per cent on the previous year. Healthcare and social assistance had the largest total exports by industry, generating $1,088 million in 2018/19. Manufacturing had the largest total imports by industry, generating $1,854 million in 2018/19. COVID-19 economic outlook The estimated impacts for the June quarter 2020 compared to 2018/19 four-quarter average predict a gross regional product change of -9.8 per cent. Local jobs are forecast to fall by 6.2 per cent which equates to a loss of 3,416 local jobs. If JobKeeper recipients are included, then the employment decline is estimated at -10.8 per cent (5,946 jobs).

Environment We are committed to the conservation, restoration and enhancement of the LGA’s environment. Since 2016, we have introduced projects and programs to enhance the local environment and encourage recycling and waste minimisation, including: • • • • • • • • • • • • • •

Carss Park Foreshore Naturalisation Project Riverwood Wetlands Restoration Project Dover Park West Foreshore Restoration Dairy Creek Bank Stabilisation and Restoration Project Butler Reserve Rain Garden and Playground The Myles Dunphy Reserve Nature Boardwalk Stage 1 of the Gannons Park Water Quality Improvement and Stormwater Harvesting Project ‘Retail your Rubbish’ program Bower Reuse Café Composting and worm farm workshops Eco body workshop Bee conservation project Hydro Panel project; and Activities for World Environment Day.

Carss Park Foreshore Naturalisation Project.

Georges River Council // Annual Report 2019/20

A leading, people-focused organisation delivering outstanding results for our community and city

OVERVIEW

Georges River Council Customer Service staff during COVID-19.

Georges River Council // Annual Report 2019/20

Our vision, mission and values Our vision

A progressive, environmentally, and culturally rich community enjoying a unique lifestyle.

Our mission A leading, people-focused organisation delivering outstanding results for our community and city.

Our values

United

Honest

We will work collaboratively as one team with common purpose and respect

We will be open and truthful with each other and our community

Professional

We will act with integrity and seek opportunities to learn and grow

Accountable

We will own our decisions and actions as we strive for excellence

A leading, people-focused organisation delivering outstanding results for our community and city

OVERVIEW

Georges River Council // Annual Report 2019/20

Awards and recognition Australasian awards

Partnerships and collaborations

•

Bronze Award in Australasian Reporting Awards for the 2018/19 annual report.

•

Highly commended in the Museums and Galleries National Awards for the Hurstville Museum and Gallery temporary exhibition ‘St George on a Sunday’.

Invited to present at the Public Sector Network (KPMG) to share Council’s journey in aligning corporate strategy to improve efficiency, performance and achieve organisational goals.

•

Webinar on River Rail by Sue Weatherley for Committee for Sydney.

•

Webinar on the planning taskforce by Gail Connolly for Committee for Sydney.

•

Doctor Rebekah Schulz, Director Community and Culture, along with Associate Professor Andrew Sense and Doctor Matt Pepper published ‘Apprehending and embedding customer expectations in the collaborative development of performance indicators’ in Systemic Practice and Action Research, December 2019 and 'Combining Participative Action Research with an adapted House of Quality framework for the stakeholder development of performance indicators in local government' in Systemic Practice and Action Research, June 2020.

National awards •

Highly commended in the Smart Cities Awards for the development of ChillOUT Hubs.

State awards •

Finalist in the renewable energy category of the 2019 Cities Power Partnership Awards for the ‘hydropanel’ array at Hurstville Aquatic Leisure Centre.

•

Finalists for 2020 Local Government Excellence Awards for: - - - - - - - -

Norm O’Neill cricket training facility Charles Pirie inclusive sporting amenities building Smart collaboration – ChillOUT hubs Oatley Park nature-based all-inclusive adventure playground ‘The Green’ pop-up park Carss Bush Park foreshore naturalisation TRUE Women Female Leadership Program 2019 River Run - all-staff conference

Sharing knowledge and expertise ChillOUT Hubs cited as an example of innovation in a World Bank Report on managing public spaces.

Public recognition •

Featured in Information & Data Manager (IDM) magazine – Digital dividend for Georges River Council – how the long-term program of digital transformation at Georges River Council delivered dividends when the COVID-19 crisis hit.

•

Featured in Government News in relation to ‘rising to the citizen experience challenge’ – sharing Council’s commitment to enabling digital services.

•

Feature article in New Planner March 2020 edition (Planning Institute of Australia journal).

A leading, people-focused organisation delivering outstanding results for our community and city

OVERVIEW

Performance snapshot How we performed

Delivery Program

Activities in 2019/20 contributed to our three-year Delivery Program 2018-2021 and the long-term objectives in our Community Strategic Plan 2018-2028.

Three-year actions

During 2019/20, we completed or progressed a substantial program of capital works and operational projects and provided services that addressed social, economic, and environmental objectives in the Delivery Program and Community Strategic Plan. Overall performance during 2019/20 was measured against 152 three-year term achievements, 177 oneyear actions and 61 annual performance indicators as outlined in the Delivery Program and Operational Plan.

95% On track

Behind schedule

Performance indicators

77%

Achieved

23%

Not achieved

Delivery Program

One-year actions

71% On track

Georges River Council // Annual Report 2019/20

29%

Not completed

PILLAR 2

PILLAR 1

A protected environment and green open spaces

Quality, well planned development

100%

Three-year actions on track

100%

Three-year actions on track

78%

One-year actions completed

64%

One-year actions completed

71%

Performance indicators achieved

71%

Performance indicators achieved

PILLAR 3

Active and accessible places and spaces

PILLAR 4

A diverse and productive economy

82%

Three-year actions on track

94%

Three-year actions on track

88%

One-year actions completed

55%

One-year actions completed

75%

Performance indicators achieved

70%

Performance indicators achieved

PILLAR 5

A harmonious and proud community with strong social services and infrastructure

PILLAR 6

Leadership and transparency

100%

Three-year actions on track

92%

Three-year actions on track

68%

One-year actions completed

71%

One-year actions completed

75%

Performance indicators achieved

87%

Performance indicators achieved

A leading, people-focused organisation delivering outstanding results for our community and city

OVERVIEW

What follows is a snapshot of our performance in 2019/20 measured against the Delivery Program goals. The snapshot includes objectives with significant community interest.

PILLAR 2

PILLAR 1 A protected environment and green open spaces Refer to pages 69 to 79

Achievements • Commenced review of plans of management program for Crown lands. • New Plan of Management and master plan commenced for the former Oatley Bowling Club site. • Completed foreshore review and recommendations have been incorporated into the comprehensive draft Local Environmental Plan (LEP) and draft Development Control Plan (DCP). • Completed final two stages of Carss Bush Park foreshore naturalisation project. • Constructed an elevated boardwalk in Myles Dunphy Reserve. • Developed and implemented a Waste Education Program. • Developed and implemented the Open Space, Recreation and Community Facilities Strategy.

Challenges • Environmental impacts due to drought, rain and king tides. • Lengthy approval times with external agencies. • Community has raised issues with the Foreshore Scenic Protection Area (FSPA) review.

The year ahead • Finalise the LEP and DCP. • Further environmentally friendly sea walls may be constructed as part of the project recommendations identified in the Georges River Foreshore Access and Improvement Plan. • Extend Myles Dunphy Boardwalk (pending funding). • Continue Waste Smart Schools Education Program. • Develop a Resilience Strategy.

Quality, well planned development Refer to pages 81 to 91

PILLAR 3 Active and accessible places and spaces Refer to pages 93 to 101

Achievements • Commenced, exhibited and lodged the Georges River Local Environmental Plan (LEP) 2020 with the NSW Government. • Completed the Georges River Local Strategic Planning Statement 2040 (LSPS 2040). • Commenced the Georges River DCP 2020. • Continued the draft Beverly Hills Master Plan. • Completed the interactive water play element at Hurstville Plaza. • Completed Stage 1 of Commercial Centres Strategy. • Achieved 6.75 per cent reduction of the development assessment backlog for development applications from 48 per cent over 100 days.

Challenges • Compliance with the COVID-19 public health order presented difficulties with community consultation. • Inability to extend the exhibition of the Georges River LEP beyond 31 May 2020 due to the commitments to the NSW Government under the Accelerated LEP Program. • The Ausgrid Live Work Ban has prevented some works being completed.

The year ahead • Commence work on LEP 2021 and 2022. • Implement actions from LSPS 2040. • Gazette LEP 2020. • Commence LEP 2021 and 2022. • Work with Ausgrid to finalise electrical works at Hurstville Plaza.

Georges River Council // Annual Report 2019/20

Achievements • Completed the Car Parking Strategy. • Commenced the Transport Strategy. • Installed award-winning ChillOUT hubs. • Completed Oatley Adventure Playground, Kempt Field and Meade Park Adventure Playground and amenities and Charles Pirie Reserve inclusive sports amenities building. • Solar systems were installed at Jack High Childcare, Kogarah Library, Penshurst Long Day Care and Narani Childcare.

Challenges • Compliance with the COVID-19 public health order presented difficulties with community consultation.

The year ahead • Implement the recommendations of the Car Parking Strategy. • Finalise the Transport Strategy. • Trial a car-share provider for 12-months in Kogarah and Hurstville. • Continue master plans.

PILLAR 4

A diverse and productive economy Refer to pages 103 to 109

PILLAR 5

A harmonious and proud community with strong social services and infrastructure

PILLAR 6

Leadership and transparency Refer to pages 133 to 169

Refer to pages 113 to 130

Achievements • Adopted part 1 of the Centres Analysis. • Held Cronulla Sharks home games at Netstrata Jubilee Stadium along with Sydney FC and St George Dragons. • Endorsed the Kogarah Collaboration Area Place Strategy. • Completed the Hurstville Heart of the City Place Strategy including the delivery of a pop-up park at Palm Court car park. • We endorsed the Economic and Social Recovery Plan (ESRP) in response to the COVID-19 pandemic. • Released ‘River Rail’ advocacy document – Kogarah to Parramatta Rail Link.

Challenges • Limited commercial floor space in the Kogarah town centre. • Budget and funding limitations. • Changing environment with uncertain economic and social impacts.

The year ahead • Commence Part 2 Centres Analysis. • Maximise commercial opportunities at Netstrata Jubilee stadium. • Implement Place Strategy actions. • Consult with community and stakeholders to develop detailed designs for Hurstville Revitalisation work. • Establishment of an expert recovery panel for ESRP actions.

Achievements • Completed stage 1 of the Inclusive Housing Strategy. • Adopted the Planning Proposal for the Civic Centre Precinct Master Plan. • Developed a Local Studies Marketing and Communication Plan. • Developed a Collection Management Plan. • Delivered a media lab in Hurstville Library. • Opened Oatley West Early Learning Centre. • Released online event toolkit and held community workshops. • Developed and implemented the Create Georges River Cultural Strategy. • Opened Georges River’s first domestic violence crisis accommodation facility.

Challenges • Compliance with the COVID-19 public health order presented difficulties in holding events. • Compliance with the COVID-19 public health order presented difficulties with public participation and resulted in the closure of the Hurstville Entertainment Centre and community centres and halls. • Reduced attendee numbers due to extreme weather conditions. • Service closures due to COVID-19 resulted in delayed stocktake and data cleansing for library services collection management plan.

The year ahead • Exhibition of the Planning Proposal for Civic Centre Precinct. • Finalise the Inclusive Housing Strategy. • Implement the 2030 Georges River Library Strategy. • Implement Digital Experience and Communications Strategy. • Implement the 2020/21 Animal Management Education Program. • Implement the 2020/21 School Safety Program.

Achievements • Designed a new Georges River Council rate structure. • Completed nine risk-based audits and two unscheduled service reviews. • Refined the Long-Term Financial Plan. • Published Georges River 2050 – Leading for Change Strategy. • Published Georges River Reputation Strategy. • Customer Experience Improvement Program Phase 2. • TRUE Women high school leadership program. • Incorporated a review of our Asset Management Plan into our Long term Financial Plan. • Established a Digital Resource Management Plan.

Challenges • Compliance with the COVID-19 public health order presented challenges in managing staff working from home. • Supporting technology literacy for staff • Reliance on external funding to incentivise safety initiatives. • Deferral of the Georges River Council Special Rate Variation application to the Independent Pricing and Regulatory Tribunal (IPART). • Adapting the long-term financial plan to the pace of changes in the community and Council decisions. • COVID-19 placing further economic strain on the community and affecting the percentage of rates outstanding.

The year ahead • Implement 2020/21 Audit Program with nine scheduled risk-based audits. • Prepare a self-assessment checklist for managers/coordinators on internal controls and accountability. • Consult with community and Council for the legislated obligation to harmonise the rate structure. • Align the Long-Term Financial Plan to the potential financial sustainability strategies, such as Special Rate Variation. • Promote hardship options for the community and internal Council business departments.

A leading, people-focused organisation delivering outstanding results for our community and city

OVERVIEW

Oatley Park Baths

Georges River Council // Annual Report 2019/20

Mayor’s report While the 2019/20 financial year introduced new social challenges, it did not stall the momentum of Council to continue working towards a sustainable and resilient Georges River community. We were able to strike a balance this financial year between responding immediately to the COVID-19 pandemic and continuing to plan for our future. We implemented the ‘Economic and Social Recovery Plan’ in response to the unprecedented impacts of COVID-19 on local businesses and the community at large, to complement packages rolled out by the State and Federal Governments. The 2019/20 financial year saw the first two of three phases actioned. Phase 1 ‘Immediate Support’ actions were implemented to support businesses and the community, including a business support program, #WeAreInThisTogether campaign and the waiving or reduction of fees and charges. Support was also provided for Georges River healthcare workers and the use of Council-owned sites for COVID-19 testing was offered. We provided translated messages in community languages for COVID-19 restrictions and food safety and Council initiated outdoor dining licence fee exemptions, reduction in development assessment fees for commercial fitouts for a period of six months; and faster payment for local suppliers. We moved to increase on-line learning and digital programs for libraries and gallery exhibitions and provided free reservation of spaces at our childcare centres. Phase 2 ‘Revival’ actions prepare Georges River for a relaxing of restrictions and a full re-opening and include initiatives that help prepare and respond to the changing environment both economically and socially.

The ‘Georges River Innovation Strategy’ was launched, positioning us as a leader for change and fostering a culture of innovation locally. The strategy will see us creating a collaborative innovation network where we will be able to gather insights from government, business, non-government organisations, start-ups, research institutions, entrepreneurs and the community. We also launched the ‘Georges River 2050 – Leading for Change’ vision which seeks to build a better future, amplify strengths and unlock opportunities. In 2050 the Georges River area will be an accessible, green, diverse and innovative place, community and economy. In 2050, Georges River is connected, naturally and our aspirations for our city are that we are accessible, green, diverse and innovative. I was very proud to open the first women’s crisis accommodation centre in the Georges River area – a significant milestone in Council’s fight against domestic and family violence, made all the more poignant due to the increase in domestic violence incidents under the strain of the pandemic. I would like to thank the staff of Council for their commitment to adapting in a challenging year in order to continue to support and serve the Georges River community. I also thank our community for their cooperation in heeding the advice of the health authorities and their support to each other, our local businesses and our frontline workers. The significant contribution of our volunteers, who work alongside us across many parts of our community, is something we are deeply grateful for particularly at this time. The impact your time and energy has on local people’s lives is immeasurable, and your shared value of providing service to our community makes it a stronger and kinder one.

This stage has included: • • • • •

works on key capital projects business support through grant funding, programs and courses pursuit of Government grants for “shovel-ready” projects development and delivery of COVID-19 safe events investigating public domain improvements: including temporary widening of footpaths and pop up parks.

Kevin Greene Mayor Georges River Council

A leading, people-focused organisation delivering outstanding results for our community and city

OVERVIEW

General Manager’s report As General Manager, I am responsible for implementing the Council’s decisions which are aimed at achieving outstanding results for the community and the Local Government Area. My focus is to continuously improve our services, facilities and infrastructure and, particularly during 2019/20, to support our community during unprecedented challenges.

Social responsiveness

The COVID-19 pandemic compelled us to be more agile in our approach to service delivery. In response to the closure of our frontline services under the NSW Public Health Orders a program to redeploy staff from frontline services ensured we kept our staff not just employed, but working and providing invaluable support to the wider community in an incredibly challenging time. Operational staff shifts were changed to respond to the higher demand placed on our open spaces, parks and public amenities. Redeployed staff undertook ‘care calls’ to elderly people in the local area to support the most vulnerable in our community and also facilitated iPad loans for seniors, to help them stay in touch with loved ones and access key online support. In recognition of the importance of public spaces for our community during lockdown and restricted travel we persevered with the completion of the Oatley Park inclusive adventure playground and opened three other inclusive playgrounds in Penshurst Park, Simpson Reserve and Paddy Tyler Reserve. We installed the world first award-winning ChillOUT hubs and completed Kempt Field adventure playground and amenities, Meade Park adventure playground and amenities, and Charles Pirie Reserve inclusive sports amenities building.

Building financial sustainability

Our consultation with the community in 2019 confirmed support for a single, fair, equitable and consistent rating system for Georges River Council ratepayers. More than 7,000 ratepayers told us they wanted the minimum rate to be the same across the entire local government area and we are working towards this goal. Council staff have achieved $9 million in savings but the challenge remains in balancing community expectations

Georges River Council // Annual Report 2019/20

with future financial sustainability. There is a growing gap between the cost of providing services and facilities for our growing and diverse community and the funding available to meet those costs. Whilst the harmonisation of rates is a mandatory requirement of the NSW Government in 2020/21, the generation of additional income from rates is necessary to continue to provide the services and facilities our community values.

Achieving excellence

The continued hard work of our staff, despite the challenges of the COVID-19 pandemic, was recognised throughout this financial year: •

The 2018/19 Annual Report won a Bronze Award in the Australasian Reporting Awards.

•

The development of the ChillOUT Hubs received Highly Commended in the national Smart Cities and Communities Awards.

•

Council was a finalist in the Renewable Energy category of the 2019 Cities Power Partnership Awards for the hydropanel array at Hurstville Aquatic Leisure Centre.

•

In the 2020 Local Government Excellence Awards Council was a finalist for: - The Norm O’Neill Cricket Training Facility - Charles Pirie Inclusive Sporting Amenities Building - Smart Collaboration – ChillOUT Hubs - Oatley Park Nature-based All Inclusive Adventure Playground - ‘The Green’ Pop-up Park - Carss Bush Park Foreshore Naturalisation - TRUE Women Female Leadership Program 2019 - River Run All-Staff Conference.

Our annual staff survey has continued to gather strong participation from all staff and has provided valuable insights into the perceptions and sentiments of staff regarding key drivers of employee engagement and organisational performance. Over the last year we continued to see positive increases in results in 29 out of 32 categories including high levels of staff passion and engagement. Georges River Council is outperforming other councils on 31 of the 33 Council benchmark categories such as leadership, staff passion and engagement, progress and work satisfaction.

We achieved further reductions in our development application processing times, including in the number of development applications exceeding 100 days. We were one of seven councils to receive endorsement from the Greater Sydney Commission for the Georges River Local Planning Statement (LSPS) 2040. The LSPS guides land use planning and the delivery of significant infrastructure over the next 20 years. We lodged the Georges River Local Environmental Plan (LEP) 2020 with the NSW Department of Planning, Industry and Environment. The LEP 2020 was the first stage of a four-stage approach to preparing the comprehensive Georges River LEP. During the year our staff completed in excess of 61,000 service requests and responses to correspondence, and importantly, improved on all of our annual customer service results and satisfaction levels.

Future focussed service delivery

Our City Strategy and Innovation Directorate (CSI) continues to work towards positioning the LGA and Council as a strong and influential entity in Greater Sydney and NSW with a focus on innovation. The team’s ability to influence legislation and decisionmakers has generated opportunities for the city. Projects implemented by CSI this year include the adoption of: • Georges River 2050 – Leading for Change which sets a path for a better future, amplifies strengths, unlocks opportunities for Georges River and represents Council’s commitment to a future focused, ambitious city and a positive leader for change. •

Kogarah Health Education and Innovation Precinct – Investment Attraction, Vision and Strategy drives the economic expansion of the current Kogarah Health and Education Precinct by identifying the opportunities available to Council to attract business and investment, incentivise innovation and build long lasting strategic partnerships to support existing and future jobs.

•

Hurstville Place Strategy – Heart of the City provides a vision, priority projects and key actions to achieve our goal of Hurstville becoming the heart of the city. The strategy presents priority projects to transform Hurstville CBD through innovative, economic, cultural and infrastructure improvement projects.

•

Georges River Reputation Strategy strives to influence the knowledge and opinions of people who live both inside and outside the LGA.

•

Georges River Advocacy Program.

•

We released our Libraries 2030 Strategy to support the shift away from the traditional notion of a library as simply a place to borrow books. Our libraries house an extensive collection of online resources and play an important role as a central hub in our community for people to socialise, learn, create and engage.

I would like to thank Mayor Kevin Greene for his leadership during the challenges of the 2019/20 financial year. I would also like to thank our Councillors for their commitment to our community and their support during the year. Finally, I would like to thank the Executive Team for their commitment to business continuity and the accelerated adaptation of our service provision to keep the community and staff safe during this challenging year. The commitment of all Georges River Council staff towards prioritising our community and managing our response to the COVID-19 pandemic, while still staying focussed on our long-term vision has been commendable.

Gail Connolly General Manager Georges River Council

A leading, people-focused organisation delivering outstanding results for our community and city

Lunar New Year 2020

The community This section details how we engaged with the community, supported business and stakeholders, celebrated volunteers, held community events, appeared in the media, managed our finances, undertook key capital works and how rates were spent.

THE COMMUNITY

Spending rates and charges Your annual rates go towards providing services, programs and facilities for the community.

Services The diagram below shows the amount of council expenditure on key service areas in every $100 of rates and charges during 2019/20.

$15.27

$0.27

$3.02

$9.08

Waste Management

Youth, Aged Persons, Disabled and Community Support

Customer Service and Communications

$17.49

$0.87

$8.14 $0.94

$6.66 Roads, footpaths and parking

Drainage and Stormwater Management

Animal Management and Health Regulation

$1.61 $1.48

IMT, Finance and Human Resources

$100

Parks Commercial properties, community centres and halls

$6.06

$5.85

$3.70

Street Lighting and other Amenities

Libraries, Art and Cultural Services and Economic Development

Emergency Provisions and Services Development and Buildings

$3.09

Planning, Environment and Sustainability

$3.70

Governance, General Counsel and Audit

Georges River Council // Annual Report 2019/20

Aquatic Sport and Recreation

$4.16 $4.10

Childrenâ&#x20AC;&#x2122;s Services

$4.51

Office of General Manager, City Strategy and Innovation

Environmental Protection and Street Cleaning

Oatley West Early Learning Centre

A leading, people-focused organisation delivering outstanding results for our community and city

THE COMMUNITY

Key capital projects The table below outlines a selection of key capital projects which were part of Council’s $55 million Capital Works program for 2019/20.

Community Buildings and Facilities

$16,965,250

Corporate Systems and Technology

$356,090

Drainage and Stormwater

$2,058,282

Footpaths

Software implementation and upgrades, hardware and equipment replacement New and upgraded drainage and stormwater works at various locations across the LGA including:• $929,600 Cromdale Street Mortdale • $252,901 Poulton Park South Hurstville • $169,820 Taronga Street Hurstville • $137,499 Blackshaw Avenue Mortdale

$1,933,416

Construction of 40 new and upgraded footpaths across the LGA

Library Services

Replacement of resources and collections and enhancing access at Kogarah Library and storage at Hurstville

$989,428

Neighbourhood Centre Improvements

$920,063

Purchase of Land / Buildings

$4,924,549 Parks

$452,213 40

Upgrade and construction of community and sporting amenities buildings throughout the LGA including the following construction works:• $3,480,680 Oatley West Childcare Centre • $3,245,464 Penshurst Park Sporting Hub Stage 2 • $2,257,361 Gannons Park Sports Amenities Building • $1,568,850 Harold Fraser Oval Community Pavilion and Amenities Building • $1,227,232 Peakhurst Park Amenities Building • $1,130,205 Poulton Park Sports Amenities Building • $896,643 Riverwood Park Sports Amenities Building • $854,653 Renown Park Sports Amenities Building • $817,237 Charles Pirie Reserve Sports Amenities Building Above major projects were funds from various sources including Developer contributions, Stronger Communities funds and Council funds

Upgrades to town centres including:• $490,438 Forest Road Hurstville • $133,542 Commencement of Mortdale Shopping Centre upgrade • $130,439 Kogarah CBD Streetscape • $118,278 Chillout spaces – Smart Cities program – grant funded Purchase of properties in town centre area - Hurstville and Penshurst

Upgrades and new facilities installed at various parks in LGA, including; Remediation works at Dover Park Pontoon; Minor upgrades at Thorpe Park, Parkside Drive Reserve, Nichol Murray Reserve, Moore Reserve, Hogben Park

Georges River Council // Annual Report 2019/20

Plant & Equipment

$2,956,811 Playgrounds

$3,417,151

Public Amenities

$731,053 Roads

$4,802,528

Replacement of fleet vehicles Central Plaza video screen Various equipment at Hurstville Aquatic Leisure Centre New Playgrounds constructed at:• $1,563,327 Kempt Field – playground and children’s bike track • $839,367 continuation of works at Oatley Park Adventure playground • $609,311 Penshurst Park Playgrounds replaced at:• Simpson Reserve • Anderson Park • Paddy Tyler Reserve • Grosvenor St Reserve New Amenities buildings were constructed at Kempt Field, Meade Park, Nichol Murray Reserve and Pole Depot. Upgrade and resheeting of roads at various locations across LGA. Projects were funded from various sources-Roads to Recovery grant, RMS Repair and Blackspot programs, Infrastructure plus rate levy, and Council funds. Major works included:• $414,877 Dora Street Hurstville • $390,417 Kingsgrove Road Kingsgrove • $252,358 Bridge Street Penshurst • $214,034 John Street Hurstville • $189,965 Victoria Avenue Mortdale • $171,762 Tallawalla Street Beverly Hills

$9,799,307

New and upgraded works at various locations across the LGA including:• $2,852,886 Gannons Park Sportsfields and Irrigation • $2,696,886 Poulton Park Synthetic Field • $1,164,378 Jubilee Stadium Video Screen • $875,302 Beverly Hills Park Irrigation and Resurfacing • $677,108 Olds Park Irrigation, drainage and resurfacing

Environmental Sustainability and Initiatives

• • •

Sportsfields and Facilities

$3,845,190

Traffic and Pedestrian facilities

$712,984

$2,567,172 Gannons Park Stormwater Harvesting $1,090,988 Carss Park Foreshore Naturalisation Minor works included installation of Solar panels on buildings and LED lighting upgrades

Upgrade and construction of traffic and pedestrian facilities at various locations across the LGA including:• Roundabout at Edgbaston Road & Melvin Street Beverly Hills • Roundabout at Morgan Street & Lee Ave Beverly Hills • Pedestrian Crossing and Refuge at Bonds Road and Talbot Street Riverwood • Raised pedestrian crossing on Newman Street Penshurst A leading, people-focused organisation delivering outstanding results for our community and city

THE COMMUNITY

Bird's eye view of Charles Pirie Reserve inclusive sports amenities building

Georges River Council // Annual Report 2019/20

A leading, people-focused organisation delivering outstanding results for our community and city

THE COMMUNITY

Engaging with the community Community engagement is the act of informing, consulting, involving, collaborating with and empowering residents on issues that may affect their lives. It is the foundation of good governance and allows us to identify local ideas, concerns and opportunities by involving the public. We adopted the Community Engagement Strategy in October 2019. The benefits of community engagement include: • better project and service delivery • improved quality of policy being developed • strengthened relationships with individuals and community groups • a process to ensure council is meeting local needs • opportunities to discuss complex and emerging issues • opportunities for diverse voices to be heard.

Major Projects During 2019/2020 we consulted with the community on: • Georges River LEP 2020 • Changes to your rates (proposed rates restructure) • Georges River Draft Regional Aquatic Site Suitability and Feasibility Study • Community Engagement Strategy • Oatley Bowling Club Site Master Plan and Plan of Management • Operational Plan and Draft Delivery Program • Library Strategy • Innovation Strategy • Create Georges River Cultural Strategy. We engage with the community in a variety of ways, including direct mail, notices in newspapers, subscription emails/newsletters, letter drops, face-toface briefings, telephone surveys, and workshops. In addition, we used our online platform Your Say for 65 community consultations, which involved 3,132 ‘active engaged’ participants and 21,329 ‘aware’ participants. Registered Your Say members increased by 62 per cent (809) during 2019/20. Due COVID-19 restrictions, we

Georges River Council // Annual Report 2019/20

changed face-to-face engagements to interactive online webinars for the Draft Georges River LEP. Changes to your rates information reached more than 2.3 million people through 79 activities or events in a twomonth period. This program included online, on social media, in newspapers and newsletters, in community languages as well as a brochure and survey to all households and businesses in the LGA. Face-to-face information sessions and drop-in events were led by our General Manager and included targeted sessions for business and the Chinese-speaking community. We obtained community feedback through four main channels: • face-to-face - 288 people were reached through eight events. • surveys – the return of 6,363 surveys represents a response rate of 11.86 per cent on 53,646 feedback packs (letter, brochure and survey). • Your Say - 50 people provided submissions online and a further 50 people wrote submissions by email and mail. • randomised telephone survey of 600 households. In all, 3,220 comments were received and analysed. Council’s top 10 online projects with the highest participation were: • Changes to your rates (662) • Draft Georges River LEP 2020 (350) • Christmas lights competition 2019 (285) • Oatley Bowling Club Site Master Plan and Plan Of Management (240) • Community safety survey (189) • Georges River Draft Regional Aquatic Site Suitability and Feasibility Study (156) • Moore Reserve Plan of Management and Master Plan (130) • Beverly Hills @ Night (116) • Closure of Kogarah War Memorial Pool (Carss Park Pool) (114) • Hurstville @ Night (97)

Australia Day at Carss Bush Park 2020

Public Exhibitions 2019/20 • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • •

Draft Resourcing Strategy 2020/21 Draft Operational Plan and Draft Delivery Program Draft Innovation Strategy Draft Georges River Foreshore Access and Improvement Plan Regional Aquatic Facility Site Suitability and Feasibility Study Public Art and Cultural Facilities in Georges River Planning Proposal and DCP – 9 Gloucester Road, Hurstville Oatley Bowling Club Site Master Plan and Plan of Management Moore Reserve Plan of Management and Master Plan Hurstville Oval and Timothy Reserve Draft Plan of Management and Master Plan Georges River Draft Regional Aquatic Site Suitability and Feasibility Study Georges River 2050: Leading for Change Generic Plan of Management Financial Statements and Auditors Report Draft Stormwater Management Policy Draft Public Art Policy Draft Olds Park Master Plan Draft Library Strategy Draft Kogarah Investment Attraction Strategy Draft Hurstville Place Strategy Draft Grants Donations and Sponsorships Policy Draft Georges River LEP 2020 Draft Debt Management and Hardship Policy Draft Community Lease Policy Draft Community Engagement Strategy Draft Car Parking Strategy Draft Amendment to the Georges River Policy on Planning Agreements Draft Amendment to Part C2 - Medium Density Housing in Kogarah DCP 2013 Digital Communications and Experience Strategy Changes to Your Rates Community Engagement Strategy Amended Place Naming Policy Amended Draft Long-Term Financial Plan

A leading, people-focused organisation delivering outstanding results for our community and city

THE COMMUNITY

Your Say Georges River

Community satisfaction research

Your Say is Council’s online engagement tool.

In March 2020 we conducted an independent community satisfaction survey to gain insight into resident attitudes and perceptions towards services and facilities provided by Council. The community survey was carried out over 43 facilities/services in terms of importance and satisfaction, grouped into service areas as detailed below:

Registered participants receive requests to share their views, concerns or ideas to help inform our decisionmaking. We have received 2,487 site registrations to date, more than one per cent of the population. Your Say incorporates the following features:

• • • •

Community facilities/services Infrastructure Human services Corporate services and management

The survey was conducted by telephone, interviewing 604 residents with 162 acquired through number harvesting. Key results being: • 87% of residents were at least somewhat satisfied with the performance of Council. Results have remained consistent with research conducted in 2017. • In terms of the most valued aspects of living in the LGA, themes of accessibility and location were common along with the atmosphere and natural environment aspects. • 21% of residents said they value the proximity to shopping centres, hospitals, services, amenities and activities. Access to good public transport and the fact that the area is quiet and peaceful were also commonly mentioned. • Overall satisfaction with Council’s communication has significantly increased since 2017, with 85% of residents being at least somewhat satisfied. Council’s website was the most preferred method for receiving information for residents. • Controlling population growth and overdevelopment in the area was top of mind for residents (32%). Improved public transport, traffic management, congestion and more outdoor parks and recreation areas were also commonly mentioned. Public transport was both a valued aspect of the area and a top priority.

Georges River Council // Annual Report 2019/20

Australia Day at Carss Bush Park 2020

A leading, people-focused organisation delivering outstanding results for our community and city

THE COMMUNITY

Media highlights We issued 216 media releases and media alerts across metropolitan, local and specialist media platforms, and provided 63 formal responses on behalf of the Mayor and/or Council to enquiries from media outlets and individual journalists.

July 2019

September 2019

• • • • • •

• Mayor Greene re-elected alongside new Deputy Mayor • Sydney Fringefest comes to Hurstville • Oatley Inclusive Adventure Playground opens • Peakhurst Park synthetic field opens • Myles Dunphy Boardwalk opens • Carss Park Naturalisation Project opens

Carss Park Pool closure Councillor Charity Ball Public art installed at Hurstville Plaza Launch of e-Track to assist with online DA tracking Meade Park adventure playground opens National Tree Day

August 2019 • Kogarah War Memorial Pool (Carss Park Pool closure) • New rate structures to provide equity to ratepayers • Making finals of Cities Power Partnership Awards for Hurstville Aquatic Centre hydropanel project • Rainbow storytime at Georges River libraries

Georges River Council // Annual Report 2019/20

October 2019 • Rates consultation – Changes to your rates • Scott Morrison visits the Carss Park Naturalisation Project • Georges River Aquatic Strategy on public exhibition • Georges River Art Prize • Council takes stand against domestic violence • Council recognised at committee for Sydney Smart City Awards 2019 • Sydney Sixers return to Hurstville Oval • Graffiti removal day

November 2019

January 2020

Rates consultation – Changes to your rates Georges River Aquatic Strategy on public exhibition Georges River Council domestic violence walk ChillOUT Hubs installed Netstrata Stadium to host to the Sharks in 2020 Magic of Christmas Festival certified as carbon neutral Council cleans up with top awards at graffiti removal day • Georges River Council becomes first council to get on board the NSW Government’s Local Procurement Pilot Program

• • • •

December 2019

March 2020

• • • • • • •

• • • • • • • • • • • •

Library of Things launched Magic of Christmas festival Lunar New Year Festival certified as carbon neutral True Women Leadership conference Doing it Differently Grants provide $200,000 in funding to local organisations Dover Park gangway upgrade Council sets target of net-zero emissions by 2025 Solar panels installed at Kogarah Library and Ken Roswell Tennis Courts Christmas Lights competition Georges River Aquatic Strategy on public exhibition Kempt Field Adventure Playground opens Harold Fraser Oval Clubhouse opens

Australia Day Festival Lunar New Year Festival Australia Day award winners revealed Former Oatley Bowling Club site to become open space

February 2020 • Libraries launch dyslexia collection • ChillOUT Hubs officially opened • Council adds first electric vehicles and charging stations to its fleet

• Changes to Council events due to coronavirus • Council meetings to move online in response to COVID-19 • Council takes action to assist businesses impacted by COVID-19 • Council’s small act of kindness lifts spirits of jobseekers at Hurstville Centrelink • September local government elections postponed

A leading, people-focused organisation delivering outstanding results for our community and city

THE COMMUNITY

• • • •

April 2020

Councillors ‘adopt’ a healthcare worker Draft LEP exhibition Georges River Youth awards Free parking for St George Hospital healthcare workers • Council shouts healthcare workers a coffee • Councillors suspend one-million-dollar discretionary ward fund • Childcare centres face uncertain future due to COVID-19 impacts

May 2020 • Council develops Reputation Strategy for Georges River area • Kogarah Library renamed Clive James Library • Exhibition of Draft LEP extended due to COVID-19 • Council to undertake second consultation on rate harmonisation • New women’s refuge opens in the Georges River LGA • Council approves Economic and Social Recovery Plan • Council provides Kingsgrove Community Centre for use as a drive-through COVID-19 testing clinic • Council donates 10,000 face masks to community groups and aged care facilities

June 2020 • Inclusive adventure playgrounds at Penshurst Park, Simpson Reserve and Paddy Tyler Reserve open • Council adopts new Library Strategy • Hurstville Museum and Gallery reopens with Artbomb exhibition • Council has five finalists in Local Government Excellence Awards • Council moves to online DAs • Council votes in favour of further investigating the feasibility of an aquatic facility at Todd Park • New Oatley West Early Learning Centre ready to open • Striking artworks lead the revitalisation of Hurstville public spaces

Oatley West Early Learning Centre

Georges River Council // Annual Report 2019/20

A leading, people-focused organisation delivering outstanding results for our community and city

THE COMMUNITY

Artist Mandy Salter, a.k.a. MAN.De in front of her mural on the corner of Dora and MacMahon Street, Hurstville

Georges River Council // Annual Report 2019/20

A leading, people-focused organisation delivering outstanding results for our community and city

THE COMMUNITY

Supporting business and other stakeholders Stakeholder

Engagement

Why they are important

What we do for them

Community

Website www.georgesriver.nsw.gov.au Social media Publications Community forums Community events Community funding Council offices Annual report

Provide knowledge, cultural experience, resources, engagement and feedback

Provide civic leadership, services, facilities, partnership and representation

Ratepayers

Website www.georgesriver.nsw.gov.au Rates notices Ratepayers rewards program Annual report

Provide knowledge, cultural experience, resources, engagement and feedback

Generate sustainable growth and return to the community

Employees

Newsletters General manager newsletters Tool box talks Posters Intranet Email Staff events and training

Provide valuable knowledge, skills

Provide employment, training, career development, opportunities and flexible and supportive work arrangements

Georges River business community

Business forums Budget forum Publications Annual report

Build capacity and drive the economy in the community

Provide guidance, support and opportunity

Build capacity and drive the economy in the community

Provide guidance, support and opportunity

Property developers

Developer forums 1:1 meetings

Potential visitors

Website www.georgesriver.nsw.gov.au Social media

Provide economic benefit, generate employment, local financial growth

Provide high standard facilities services and product

Government

Formal meetings Correspondence Events Business forums Community forums 1:1 meetings

Provide partnerships, funding, network, legislation and growth opportunities

Provide resources, partnerships and networks.

Media

Media releases Media alerts and briefings Social media Interviews

Build reputation, raise awareness of services, facilities and promotion

Enable partnerships and advocacy

Georges River Council // Annual Report 2019/20

Food at Australia Day at Carss Bush Park 2020

A leading, people-focused organisation delivering outstanding results for our community and city

THE COMMUNITY

Our commitment to the environment Our vision for our environment We are committed to the conservation, restoration and enhancement of our environment. In keeping with ecologically sustainable development principles, we work to integrate social, economic and environmental values and imperatives into decision making. Sustainability involves thinking about the types and amount of resources we use. We encourage the community to consider how they dispose of items and how to protect and conserve the natural environment. To provide a healthy future for residents, we are committed to rehabilitating waterways, protecting bushland and wildlife, and reducing waste and carbon emissions.

Our energy future program This program aims to provide information for homeowners interested in purchasing and/or installing solar panels and accelerates energy transition to renewable energy sources by empowering communities to take action. We ran a solar campaign to assist residents who were considering installing solar and delivered solar information sessions for the community. During the 2019/20, there were: â&#x20AC;˘ 24 solar panels installations

â&#x20AC;˘ 117.66 kW of capacity installed â&#x20AC;˘ 87 quotes for energy-related equipment (such as solar panels). Significant progress was achieved in encouraging the community to consider renewable energy sources and educating the community about energy reduction initiatives in the home.

Georges River Council // Annual Report 2019/20

Staff members with one of Georges River Council's Hyundai Ionic 100 per cent electric vehicles.

Working towards net zero carbon and 100 per cent renewable energy • In November 2019, we endorsed a 100 per cent renewable energy target by 2025 and provided in-principle support for a net zero emissions target by 2025 or as soon as practicable, through implementing a framework to reduce carbon emissions based on mitigation initiatives and innovative technology. We have been working on the implementation of these initiatives during the 2019/20 period, as follows: • Since 1 July 2019, our electricity contract has been delivering a fixed load of renewable energy each year that was equivalent to 20% of electricity from renewable sources (from Moree Solar Farm). • We increased utilisation of solar panels and managed to increase capacity to 188.25 kW with a total of 8 solar panel systems installed by the end of 2019/20. We installed 5 new PV systems during the past 12 months. • In October 2019, we agreed to participate in Ausgrid’s Accelerated Street Lighting Replacement Program which will result in the replacement of 40 per cent of existing inefficient street lights with energy efficient LEDs. By June 2020, nearly 30 per cent of the lights within the program were replaced. • In February 2019, we purchased two Hyundai Ionic 100 per cent electric vehicles. Our fleet currently also has 12 hybrid vehicles, which produce 60 per cent fewer emissions than conventional petrol or diesel powered vehicles. • A Revolving Energy Fund (REF) was established in December 2019 to encourage and support ongoing energy efficiency and renewable energy projects across Council. A proportion of the financial savings from each project have been used to repay the REF to be reinvested in future projects. The projects funded during 2019/20 were solar panel installation at Kogarah Library and Ken Rosewall Tennis Courts – lighting upgrades to LED. The implementation of the mitigation initiatives outlined above was highly successful in all categories and their progression not only helped us achieve all pledges from the Cities Power Partnership (CPP) in record time, but also, raise internal awareness and support.

A leading, people-focused organisation delivering outstanding results for our community and city

THE COMMUNITY

Cities Power Partnership

Environmental resilience strategy

We achieved all five of our pledges under the Cities Power Partnership and were one of the first member councils to achieve all five pledges. We:

We commenced an Environmental Resilience Strategy, which will ensure we are one of Sydney’s leading councils in environmental resilience. The Strategy will be exhibited next financial year.

• provided resources to educate and support the uptake of renewable energy through the Our Energy Future (AEF) partnership

Provision of waste collection services

• powered Council operations by renewables either directly (with solar PV or wind) or by purchasing green power (from electricity retailers)

Over the year we emptied 688,840 bins in the provision of waste, co-mingled recycling and garden organics bin collection services.

• ensured Council fleet purchases meet strict greenhouse gas emission requirements and support the uptake of electric vehicles

During 2019/20, 30,358 tonnes of waste were diverted from landfill.

• installed renewable energy on Council buildings, for example, childcare facilities, libraries, street lighting, recreation centres, sporting grounds and Council offices

We investigated more than 1,300 reports of illegally dumped material. Additionally, the income from fines for environmental breaches relating to waste or litter offences totalled $68,151.

• created a revolving green energy fund to finance energy efficiency projects and receive savings. Our new pledges are:

We also continued membership of the Regional Illegal Dumping (RID) Squad. During the year, more than 340 illegal dumping incidents were reported for investigation to the RID Squad. Additionally, the RID Squad performed three special operations to provide targeted education, compliance and enforcement relating to illegally dumped waste in our LGA.

Powerful Owl

Georges River Council // Annual Report 2019/20

We hosted 264 volunteers for the nation-wide Clean Up Australia Day event in March. These community volunteers picked up litter in five parks, two beach areas and four rivers/creeks. Clean Up Australia volunteers removed 700 kilograms of waste from the local environment.

Sustainable events Our three major events (Magic of Christmas, Lunar New Year and Australia Day) are certified as carbon neutral events. This means all activities associated with running the event have resulted in net zero carbon emissions, by reducing the source of greenhouse gases (GHG) and purchasing carbon offsets. This includes emissions relating to electricity, transport used by event attendees and staff, diesel used in generators, food and catering, fireworks, water and food waste.

Biodiversity We developed and distributed 3,000 Backyard Biodiversity Guides to residents in the Greater Sydney Green Gridâ&#x20AC;&#x2122;s Priority Corridors and other Green Grid opportunity corridors with another 2,000 guides going to our Civic Centre and community facilities.

Urban tree canopy During 2019/20, we continued our proactive street and park tree planting program with help from the Five Million Trees for Greater Sydney Grant Program, planting 443 trees in two canopy corridors encompassing suburbs with low canopy coverage, including 194 trees in the Kogarah Bay corridor, 239 trees in the Beverly Hills corridor and 10 in urban centres to counteract the urban heat island effect.

Pest animal management The Integrated Fox Management Program completed two rounds of soft jaw leg-hold trapping in six of our reserves and one round of 1080 fox baiting in one reserve between August 2019 and June 2020. Five foxes were eradicated in that same time. A trial program for the trapping of the invasive red-eared slider turtle (REST) was also undertaken in partnership with the Department of Primary Industries in locations the REST is known to exist including Lime Kiln Bay Wetlands and HV Evatt Park, Lugarno.

We send our quarterly e-newsletter for sustainability and environmental initiatives, the Riverwise Review, to more than 200 subscribers with past editions available on our website.

A leading, people-focused organisation delivering outstanding results for our community and city

THE COMMUNITY

Celebrating volunteers Library services Our Libraries Volunteer Program hosted 49 volunteers during 2019/20. These comprised of: • 13 general duties volunteers who look after our library collections and library spaces • five English conversation class volunteers who help people learn vital English language skills • four English conversation class assistants • as children and youth programs assistant who help us run our library programs. Their patience, care and special attention ensures children and their parents and carers always have a wonderful time • 19 Duke of Edinburgh student volunteers • seven justices of the peace who are valued for their skills, patience, time and dedication to delivering an essential community service.

Hurstville Museum and Gallery Between July 2019 and June 2020, the Museum hosted eight volunteers. Museum volunteer invigilators assist with monitoring the exhibition spaces, ensure artworks and installations are not touched or photographed as indicated, keep the exhibition space tidy, interact, and provide general information to the public and direct them to Museum staff when appropriate.

Cultural development We worked with 92 volunteers last financial year. Members of the different Georges River Council Reference Groups devoted their time to provide advice on our programs and policies in targeted areas (multicultural: 14 members, Aboriginal: 8, youth: 12, seniors: 35, access and inclusion: 13). Furthermore, 10 volunteers from Chinese backgrounds helped us connect and communicate with the Chinese community and assisted at events such as the St George Migrant Information Day in November 2019 and our open day for the Chinese community in August 2019.

Bushcare volunteers

Georges River Council // Annual Report 2019/20

Bushcare volunteer program Our Bushcare volunteers help manage remnant bushland by mitigating the effects of vegetation fragmentation, urban run-off, invasion of garden species and noxious weeds (such as lantana and privet), vandalism (including tree poisoning and rubbish dumping) and pest animals. In 2019/20, we supported 316 volunteer sessions across 16 sites, and two responsive groups (Nomads and Rovers) that service an extra 10 sites combined. The volunteers planted an additional 3,000 plants including a mix of trees, shrubs, and grasses. Bushcare volunteers participated in monitoring and trapping of the highly invasive red-eared slider turtle at Lime Kiln Bay and Webbs Dam, coordinated by Department of Primary Industries. Bushcare also received five grants totalling $106,400 from the Commonwealth and NSW governments to implement restoration and bush regeneration projects at various reserves in the LGA. Bushcare volunteers support Council projects by participating in bush regeneration activities, propagation of plants, planting, and monitoring activities. The grants include: • $26,400 – Restoration and Rehabilitation of Gannons Park, Peakhurst. Funded by Environmental Trust. This is the second year of a three-year grant. • $20,000 – Riverwood Park Restoration Project. Funded by Local Land Services. • $20,000 – Rehabilitation Sydney Turpentine-Ironbark Forest, Beverly Hills Park. Funded by Community Environment Program. • $20,000 – Evatt Park Natural Bushland Restoration. Funded by Community Environment Program. • $20,000 – Moore Reserve Natural Bushland Restoration. Funded by Community Environment Program.

Work experience program Our work experience program has continued during 2019/20 with business units collaborating with the people and culture team to establish relationships with local organisations ranging from education services, schools, universities, TAFE, and disability services. We received more than 250 applications for places.

THE COMMUNITY

Community events

Australia Day at Carss Bush Park 2020

Our flagship events (Magic of Christmas, Australia Day Festival and Lunar New Year Festival) attracted more than 57,000 attendees from both within and outside the LGA.

Sesame Street. The event attracted 8,000 attendees and included food stalls, children’s activities, and a spectacular firework display to conclude the night.

George River Council Walk 2019 – No Domestic Violence

Lunar New Year 2020

(Friday 22 November 2019)

We hosted our first walk to raise awareness of domestic violence. White Ribbon Australia at the time had fallen into liquidation. This was a first-time event where all elements needed to be created, including branding, campaigning, and a location change to Netstrata Jubilee Stadium.

Lunar New Year 2020, the Year of the Rat, saw 37,000 attendees on Forest Road, Hurstville for a parade and stage show featuring inflatable zodiacs, Hello Kitty, and many local performers. This year featured a wishing tree, stilt walkers, jugglers, food stalls and a children’s circus workshop.

Magic of Christmas 2019

Australia Day Festival and Awards 2020

Magic of Christmas kicked off the festive season at Carss Bush Park. Colin Buchanan returned with his Aussie summer-themed festive tunes, as did Santa Claus, and the characters from Paw Patrol and

Our annual Australia Day Festival and Awards were held on Sunday 26 January 2020 at Carss Bush Park and attracted 10,000 attendees. The event’s headline act was the legendary Australian musician and 2016

(Sunday 1 December 2019)

(Saturday 18 January 2020)

Georges River Council // Annual Report 2019/20

(Sunday 26 January 2020)

Lunar New Year 2020

ARIA Award winner, Russell Morris. The Bananas in Pyjamas, The Weeklies, made up of both customers and staff from Disability Services Australia, also took to the stage. The event included a giant inflatable obstacle course, food stalls and a firework display finale.

Eat / Art Night Markets 2020

Starlight Cinema 2020

Citizenship ceremonies

Starlight Cinema 2020 included three outdoor cinema events at HV Evatt Park, Gifford Park and Carss Bush Park over February and March and a drive-in cinema at Kogarah Park. The four movies screened were Shazam, Toy Story 4, Detective Pikachu, and Jurassic Park.

Harmony Day Celebrations 2020

(scheduled for Saturday 21 March 2020)

We had planned to expand our annual Harmony Day festivities to an outdoor event in Hogben Park. However, this event was cancelled due to COVID-19 restrictions.

Our Eat/Art Night Markets were cancelled for 2020 due to COVID-19 restrictions. Two nights were planned at Hurstville Plaza and Kogarah Town Square.

We hosted four citizenship ceremonies including one on Australia Day. Two citizenship ceremonies were cancelled due to COVID-19 restrictions. Other events we hosted or partnered with others to host included Georges River Art Prize, Sydney Fringe Festival, Youth Week, NAIDOC Week and International Womenâ&#x20AC;&#x2122;s Day. We also continued to work with community groups such as the Lugarno Lions Club and the Oatley Lions Club. In 2019 both the Lugarno Spring Fair and Oatley Spring Festival attracted more than 50,000 attendees. We were a major sponsor of both events.

A leading, people-focused organisation delivering outstanding results for our community and city

Gannons Park

Our performance This section provides information on how we performed in achieving our financial and strategic objectives, information on major projects including achievements under the six pillars of our Community Strategic Plan 2018-2028, Delivery Program 2018/2019 â&#x20AC;&#x201C; 2020/2021 and Operational Plan 2019/2020.

OUR PERFORMANCE

Meeting legislative requirements The integrated planning and reporting framework bring various plans together such that we can achieve maximum leverage from our efforts by planning holistically for the future. The integrated planning and reporting legislation recognise that councils act as the community’s advocate to capture a vision for the community’s future and inspire others to participate in that vision. Councils are required to make short, medium and long-term plans to meet the community’s needs by developing an integrated set of strategic plans: • Community Strategic Plan (10+ years) • Delivery Program (four years, or three years for amalgamated councils) • Operational Plan (one year)

COMMUNITY STRATEGIC PLAN 10 + YEARS

COMMUNITY ENGAGEMENT

DELIVERY PROGRAM 3 YEARS

RESOURCING STRATEGY Contains the Long Term Financial Planning, Workforce Management Planning, Asset Management Planning

OPERATIONAL PLAN 1 YEAR

ANNUAL REPORT

PERPETUAL MONITORING AND REVIEW

Councils are required to have a 10-year Resourcing Strategy consisting of a Long-term Financial Plan, Asset Management Plan and Workforce Management Plan. We included a Digital Resource Management Plan in the Resourcing strategy for the first time. The plans must outline how we will consult with the community, including by public exhibition and align with our longterm objectives. Each council, following its election, must review the plans and make sure they can be used effectively to meet present and future needs and be updated annually. We adopted our 2019/20 integrated planning and reporting documents in June 2019.

Georges River Council // Annual Report 2019/20

Community Strategic Plan 2018-2028

Progress against one-year items

Progress against one-year Operational Plan items Operational Plan

We conducted extensive community engagement to develop Georges River's first Community Strategic Plan in 2018. The Plan features six pillars that were Complete identified in the consultation process as important to the community. They are:

1% 1.5% 0.5%

Not started

1. A protected environment and green open spaces. 2. Quality, well planned development. 3. Active and accessible places On trackand spaces. 4. A diverse and productive economy.

5. A harmonious and proud community with strong

Behind schedule social services and infrastructure.

27%

6. Leadership and transparency.

Cancelled

Delivering our vision

The Operational Plan outlines specific actions and ongoing activities we useOngoing each year to achieve the goals identified in the Delivery Program and is reviewed with the Delivery Program annually.

65%

Carry over

We have made excellent progress in the second year of the Delivery Program. We were advised from Office of Local Government Circular 20-15 on 1 May 2020 that On hold our existing Delivery Program will apply for a further 12 months, maintaining the key themes and any activities not yet completed. Our performance against the pillars and goals of the Delivery Program is summarised in the following pages.

Operational Plan Performance 2019/20 The Operational Plan for 2019/20 was the second annual instalment of our three-year Delivery Program 2018-2021. The actions set by Council in our Operational Plan represent external and internal services, key projects and works programs.

Complete Not started Cancelled Ongoing Carry over On hold

For 95 per cent of our Delivery Program, actions are either complete, ongoing or on track with 71 per cent of Operational Plan items either completed or ongoing.

A leading, people-focused organisation delivering outstanding results for our community and city

OUR PERFORMANCE

Georges River Council // Annual Report 2019/20

PILLAR 1

A PROTECTED ENVIRONMENT AND GREEN OPEN SPACES This pillar is about working together as a community to protect and enhance the natural environment, build resilience towards climate change, and improve the quality and quantity of open space in our LGA. The goals in this pillar include:

• We conducted internal and external consultation during the development of the Digital Experience and Communications Strategy where we learnt the value the community places on our digital services with the COVID-19 pandemic making it one of the few ways they would receive information and support from us.

Goal 1.1 Goal 1.2 Goal 1.3

Council’s environmentally sustainable practices inspire everyone to protect and nurture the natural environment. The LGA’s waterways are healthy and accessible. Everyone has access to beautiful parks and open spaces. Goal 1.4 Local heritage is protected and promoted.

• We conducted an energy and water management services review across 175 individual electricity accounts and 248 water accounts. Smart meters were installed with remote monitoring capability, time of use, and other tariff reductions.

Achievements

• The final two stages of the Carss Bush Park Foreshore Project resulted in one of the best examples of foreshore eco-engineering in Australia. This project is the culmination of ongoing research and development into seawall construction with the intent of increasing foreshore habitat through innovative design. This foreshore enhancement project will not only yield benefits to the environment, but increase the aesthetic social, educational and cultural value of the Carss Park foreshore.

• We fulfilled the requirements of the Bushcare Program despite the cancellation of the program for two and a half months to comply with the COVID-19 public health order. Staff adapted quickly and implemented a modified program to prioritise work on existing Bushcare sites to maintain the sites as best as possible. • We adopted the Open Space, Recreation and Community Facilities Strategy 2019-2036. This strategy provides high-level direction for community centres, libraries, open space, sport and recreation facilities, athletics and aquatic facilities in the Georges River LGA.

• We achieved a 20 per cent power reduction at Hurstville Library and 10 per cent reduction at Hurstville Aquatic and Leisure Centre due to an energy efficiency savings upgrade at all large-market electricity sites.

• We duplicated the existing stormwater drainage culvert across Cromdale Street and Dairy Creek, Mortdale to alleviate flooding of upstream properties along Cromdale Street.

A leading, people-focused organisation delivering outstanding results for our community and city

OUR PERFORMANCE

• We continue to offer residents education services on reducing energy consumption and protecting the environment including providing an option to purchase solar panels or implement energy savings measures via the Our Energy Management Plan. • We have completed 90% of the actions in the Energy Management Plan 2017-2022. • We improved the quality of stormwater discharging to the Georges River by addressing erosion and localised flooding, creating enhanced habitat and amenity, while harvesting the treated stormwater to irrigate the eight sports fields in upper Gannons Park. This reduced potable water use and revived the lesser-used lower areas by creating a new accessible shared path and cycleway through the park. • We completed construction of an elevated boardwalk in Myles Dunphy Reserve to improve accessibility to the reserve whilst ensuring minimal impact to remnant natural wetland. • The recommendations of the heritage review of the Hurstville LEP were incorporated into the draft Georges River LEP 2020. • We commenced a review of the Plans of Management (PoM) program for Crown lands in accordance with the Crown Lands Management Act 2016: - Hursville Oval/Timothy Reserve PoM and Master Plan - Carss Bush Park/Todd Reserve PoM and Master Plan - Parks Generic PoM - Natural Areas Generic PoM - General Community Use Generic PoM - Sportsgrounds Generic PoM - Moore Reserve PoM and Master Plan - Former Oatley Bowling Club site PoM

Myles Dunphy Reserve

Summary of performance against indicators Measure

Baseline

Number of trees planted or given away each year.

2018/19 Target

2016/17 Actual

2017/18 Actual

2018/19 Actual

2019/20 Actual

3,650

3,800

3,600

3,650

3,814

N/A

New measure

100

120

154

The percentage of graffiti tags removed within 48 hours.

84%

>80%

85%

86%

85%

75.94%

Percentage of environmental pollution complaints responded to within two business days.

75%

51%

80%

77%

78.82%

Percentage of waste customer requests responded to within 48 hours.

98%

>98%

N/A

95%

100%

99.12%

Number of trees and plants given away each year.

N/A

4,300

Number of street trees planted each year.

N/A

961

Number of volunteer hours associated with Bushcare activities.

N/A

3,126

Number of hectares of active bush regeneration activities.

In 2020/21 we will … • Finalise the Resilience Strategy. • Complete the implementation of the Canopy Enhancement Program. • Complete the Waste Minimisation Strategy. • Commence review of PoMs for Merriman Reserve, Oatley Park, Tom Ugly’s Point, Claydon Reserve/ Beverley Park, Jubilee Park, Penshurst Park, Donnelly Park, Shipwrights Bay Reserve and Sans Souci Park. • Finalise the LEP and DCP. • Pursue additional grant funding for Bushcare for 2020/21. • Investigate construction of further environmentally friendly sea walls. • Extend Myles Dunphy boardwalk, pending additional funding. • Implement the Canopy Enhancement Program as part of the Urban Forest Strategy. • Finalise development of a Waste Minimisation Strategy.

A leading, people-focused organisation delivering outstanding results for our community and city

OUR PERFORMANCE

Progress against one-year Operational Plan items Complete

Progress against one-year Operational Plan items Not Started Complete

On track

Not started

19%

On track schedule Behind Behind schedule

Cancelled

Ongoing Ongoing

69%

Carry over

On hold

Three-year Delivery Program and one-year Operational Plan projects Three-year Delivery Program projects

Complete

Not started

On track

Behind schedule

Cancelled

Ongoing

On hold

Behind schedule

Cancelled

Ongoing

On hold

One-year Operational Plan projects

Complete

Not started

ANNUAL REPORT 2019/20

Carry over

GEORGES RIVER COUNCIL â&#x20AC;&#x201C; OUR PERFORMANCE

Georges River Council // Annual Report 2019/20

Page 64

The tables below highlight how each of our projects are progressing: Goal 1.1 - Council's environmentally sustainable practices inspire everyone to protect and nuture the natural environment. Environmental Strategy - 1.1.1. Ensure the Georges River area is resilient in addressing energy, water and gas usage, sustainable buildings, waste diversion, green corridors, carbon emissions and urban design.

DP Action

1.1.1a Adopt and implement a Resilience Strategy for Council's services.

Status

Progressing

Action name

Status

Develop a Resilience Strategy.

Comment A consultant has been engaged to prepare an environmental resilience strategy for Council endorsement and public exhibition by Q2 of 2020/21.

DP Action

1.1.1b Reduce energy use at the top-10 Council energy using sites through the Energy Management Plan.

Status

Progressing

Action name

Status

Comment

Develop an Energy Management Plan for Council's top-10 energy using sites.

Completed

Implement the Energy Management Plan for Council's top-10 energy using sites.

The timeframe to implement all recommendations from the Energy and Water Management Plan is 2022.

DP Action

1.1.1c Implement the tree management policy

Status

Progressing

Action name

Status

Implement the Canopy Enhancement Program as part of the Urban Forest Strategy.

Comment In addition to our Street Tree Maintenance and Planting Program, we continue to deliver tree planting projects under the Five Million Trees Grant, including the Canopy Corridors Project ($115,000) and the Cool Spaces Urban Oasis Project ($100,000).

DP Action

1.1.1d Identify actions required to reduce the risks from climate change on Council assets.

Status

Progressing

DP Action

1.1.1e Create environmental protection education programs for schools and the broader community.

Status

Progressing

Action name

Status

Develop a Waste Minimisation Strategy.

Comment Compliance with the public health order due to the COVID-19 pandemic delayed completion of the Waste Strategy following the briefing to Councillors on 2 March 2020. The draft Waste Strategy was finalised in Q4 2019/20 and will be placed on public exhibition in Q1 of 2020/21.

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Waste Strategy - 1.1.2: Use waste management contracts and practices to divert waste from landfill sites

DP action

1.1.2a Monitor contracts for green waste, recyclables, general waste cleanup services and mattress collection or compliance and develop strategies to reduce landfill deposits.

Status

Progressing

DP action

1.1.2b Deliver community education initiatives to support environmentally sustainable waste disposal and recycling practices

Status

Progressing

Action name

Status

Develop and implement a Waste Education Program.

Comment Completed

DP action

1.1.2c Actively participate in Regional Illegal Dumping (RID Squad) initiatives.

Status

Progressing

Sustainability Strategy - 1.1.3: Help everyone to contribute to a more environmentally sustainable Georges River LGA.

DP action

1.1.3a Undertake programs and activities to educate the community on reducing energy consumption, protecting waterways, reducing waste and taking other action to improve the environment, with a focus on climate change projects.

Status

Progressing

Action name

Status

Implement a program to educate the community on reducing energy consumption and protecting the environment.

Comment Completed

DP action

1.1.3b Lobby the NSW Government to strengthen regulation to ensure private certifiers rigorously implement conditions of consent relating to environmental protection (Completed 2018/19).

Status

Completed

Natural environment Strategy - 1.1.4: Develop and implement programs to protect and conserve the natural environment.

DP action

1.1.4a Implement the Urban Forest Strategy and Canopy Enhancement Program.

Status

Completed

Action name

Status Comment

Undertake the 2019/20 street tree planting program. 74

Georges River Council // Annual Report 2019/20

Completed

DP action

1.1.4b Implement Council's Bush Regeneration Program to protect, conserve and enhance the natural environment.

Status

Completed

Action name

Status Comment

Implement the 2019/20 Bushland Regeneration Program.

Completed

Goal 1.2: The LGAâ&#x20AC;&#x2122;s waterways are healthy and accessible Waterways Strategy - 1.2.1: Use our role on the Georges River Combined Councils Committee (GRCCC) to lobby State agencies and other stakeholders for a protected and enhanced Georges River.

DP Action

1.2.1a Represent Council's ambitions for the Georges River through the GRCCC.

Status

Progressing

Action name

Status

Support the GRCCC with the development of a foreshore management plan.

Comment Council secured a $50,000 grant from the NSW Government to assist the Georges RiverKeeper to transition the Georges River Estuary Coastal Zone Management Plan into a Coastal Management Program, as required by the Coastal Management Act 2016. The program is scheduled for completion in August 2020.

Marine and foreshore assets Strategy 1.2.2: Maintain marine and foreshore assets in a safe and functional condition.

DP action

1.2.2a Maintain marine and foreshore assets in a safe and functional condition and upgrade as required.

Status

Completed

Action name

Status

Undertake six-monthly inspections and complete maintenance, renewal and upgrade on prioritised marine and foreshore assets.

Comment Completed

Goal 1.3: Everyone has access to beautiful parks and open spaces Open space Strategy - 1.3.1: Ensure all public parks and open spaces are accessible, well maintained and managed to meet the recreational needs of current and future resident.

DP action

1.3.1a Implement the annual Parks and Open Space Improvement Programs.

Status

Ongoing

Comment

Significant Parks and Open Space Works Program underway in 2019/20 financial year including, upgrades to Gannons Park, Simpson Reserve Playground and Poulton Park Synthetic Football Field.

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Action name

Status

Implement the 2019/20 Parks and Open Space Improvement Program.

Comment Drainage works at Beverly Hills and Olds Park Sports fields needed to be carried over to September/October 2020 due to heavy rains earlier in the year.

Undertake quarterly playground safety inspection program.

Completed

DP action

1.3.1b Use the findings of the Open Space, Recreation and Community Facilities Strategy to guide forward works programs and budgets.

Status

Ongoing

Comment

Open Space, Recreation and Community Facilities Strategy is implemented through annual works programs including construction of new sporting amenities buildings and design consideration for additional community spaces.

Action name

Status

Comment

Implement the 2019/20 Sports Field Renovation Program.

Completed

Implement the 2019/20 Playground Asset Replacement Program.

Completed

DP action

1.3.1c Implement scheduled cyclic painting program across parks and open space, including buildings, furniture and murals to prevent graffiti.

Status

Progressing

Action name

Status

Implement the 2019/20 Painting Program for Council assets in parks and open space, including identification of four murals.

Comment The preventative maintenance painting program continues. However, due to the volume of responsive work assigned to the painters, resourcing did not allow for the development and completion of the final murals.

Plans of management Strategy - 1.3.2: Review plans of management for sporting fields, parks, open space and bushland in the LGA.

DP action

1.3.2a Continue the review of plans of management for sporting fields, parks, open space and bushland in the LGA.

Status

Progressing

Action name

Status Comment

Commence the review of the plans of management programs for Crown lands in accordance with the Crown Land Management Act 2016.

Georges River Council // Annual Report 2019/20

Completed

Resilient design principles Strategy - 1.3.3: Understand the potential impacts of climate change when developing design principles for parks and open spaces.

DP action

1.3.3a Incorporate design principles for parks and open spaces that promote resilience.

Status

Completed

Action name

Status Comment

Implement sustainable and resilient design principles in parks and open space projects.

Completed

Open space and recreation Strategy - 1.3.4: Use the Georges River Council Open Space, Recreation and Community Facilities Strategy to inform the provision of parks and open space.

DP action

1.3.4a Continue to implement the Open Space, Recreation and Community Facilities Strategy.

Status

Ongoing

Comment

Action name

Status Comment

Identify open space and recreation priorities based on the findings of the Open Space, Recreation and Community Facilities Strategy.

Completed

Commence the implementation of priorities based on the findings of the Open Space, Recreation and Community Facilities Strategy.

Completed

Goal 1.4: Local heritage is protected and promoted. Conservation and heritage Strategy - 1.4.1: Recognise the LGAâ&#x20AC;&#x2122;s local heritage through heritage listings in LEPs and protection policies in DCPs.

DP action

1.4.1a Finalise the review of the Hurstville LEP heritage schedule as part of the comprehensive LEP for the Georges River LGA.

Status

Completed

Action name

Status

Comment

Incorporate the foreshore review recommendations into the comprehensive draft DEP and draft DCP.

Completed

Incorporate the recommendations of the heritage review of the Hurstville LEP into the draft Georges River LEP2020.

Completed

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DP action

1.4.1b Review existing DCPs to update heritage guidelines (Completed 2019/20)

Status

Completed

Heritage assets Strategy - 1.4.2: Capitalise on opportunities to recognise heritage assets in Council services and programs.

DP action

1.4.2a Celebrate heritage in the annual program of Council-run and Councilsupported events.

Status

Completed

Action name

Status Comment

Take part in the 2020 Australian Heritage Festival.

The COVID-19 pandemic resulted in the Australian Heritage Festival 2020 being cancelled.

DP action

1.4.2b Implement the annual Historical Markers Program to create awareness of the history, heritage and cultural identity of the Georges River area.

Status

Ongoing

Comment

The 2019/20 Historical Markers Program opened in September 2019 for community nomination and recognition of places of historical and cultural importance in the Georges River area. COVID-19 delayed the schedule of the Historical Markers Program 2020.

DP action

1.4.2d Retain and maintain properties with heritage significance through an annual heritage building grants program.

Status

Completed

Comment

Heritage Building Grants 2019/20 Program is completed. No funding is available in the FY2020/21 budget for the heritage building grants.

Action name

Status Comment

Implement the 2019/20 heritage building grants program.

Conduct a heritage information session for owners of heritage listed properties.

Georges River Council // Annual Report 2019/20

Completed

While all the heritage information has been updated and promoted, the COVID-19 pandemic resulted in no heritage information sessions in Q4 2019/20. The Heritage Building Grants Program was not funded in the FY2020/21 Budget.

Statutory information Environmental upgrade agreement

We used the funds to target the built environment, including stormwater asset upgrades and flood mitigation works. Projects funded from the stormwater management service charge in 2019/20 are listed in the table below.

We did not enter into any environmental upgrade agreements during 2019/20.

Stormwater management services

Projects

Rain falling on hard surfaces such as roads and roofs runs off picking up chemicals, rubbish and soil. Stormwater runoff not only pollutes our waterways and bays, sometimes, it also causes flooding. The complexities of these issues and the magnitude of works needed to resolve some of these challenges require large sums of capital investment.

Gannons Park Irrigation works â&#x20AC;&#x201C; stage 3

$1,200,000

Cromdale Street Mortdale duplication of existing drainage culvert

$213,629

Drainage 1-2 Taronga Street Hurstville Replace lintel

$169,820

Recognising the required scope of works and the capital investment needed, the NSW Government endorsed an arrangement for long-term stormwater management funding. This arrangement recognises that stormwater needs to be managed in an integrated manner, in a broader natural resources management context. The funding arrangement allows councils to apply a stormwater management service charge to urban residential and business properties.

Drainage 19-31 Rickard Road South Hurstville relining

$53,414

Drainage Frederick Lane Oatley construction of culvert

$48,086

The stormwater management services charge helps to manage the quantity and/or quality of stormwater and provides funds to support the re-use of stormwater. A summary of 2019/20 income from this charge, as well as grant income applied to projects funded from the charge, is below. The table also shows the balance of reserve funds held as at 30 June 2020 for stormwater management projects. Summary for 2019/20

Balance held in cash reserve as at 30 June 2019

$1,770,210

Add: stormwater management service charge income

$1,194,773

Drainage 16-18 River Street Oatley

$4,110

Drainage 25-27 Illawong Street Lugarno reconstruct

$72,739

Drainage 19-40 Rainbow Parade Peakhurst Heights replace pipes

$12,777

Drainage 1-4 Omaru Street Beverly Hills install new pipe

$54,613

Drainage Railway Parade at intersection of Belgrave Street

$78,350

Arcadia Street drainage extension and island modification

$27,892

27 Warraroong Street drainage works Beverly Hills

$36,578

Blackshaw Avenue drainage works

$137,957

Poulton Park stormwater drainage upgrade works

$252,901

Gannons Park drainage upgrade

$28,054

$2,608

Cairns Street Riverwood drainage works

$15,121

Total income levied for 2019/20

$1,197,381

Newman Street Mortdale drainage works

$39,255

Less: total expenditure for 2019/20

$2,445,296

TOTAL

Interest on overdue rates

Less: rates â&#x20AC;&#x201C; stormwater levy movement in receivables Balance held in cash reserves as at 30 June 2020

$8,788 $513,507

$2,445,296

Coastal protection services No annual charge was levied for costal protection services in 2018/2019.

Fisheries Management Act We do not have a role in any final recovery and threat abatement plans under the Fisheries Management Act 1994.

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Hurstville Plaza Water Feature

Georges River Council // Annual Report 2019/20

PILLAR 2

QUALITY, WELL PLANNED DEVELOPMENT This pillar is about working together as a community to protect and enhance our natural environment, build resilience towards climate change, and improve the quality and quantity of open space in our LGA. The goals in this pillar include: Goal 2.1: Sustainable development delivers better amenity and liveability for the community and the environment. Goal 2.2: The community helps to plan the LGA’s future. Goal 2.3: Council-led development and assets provide quality, long-term benefits to everyone.

Achievements • In June 2020, the Georges River Local Planning Panel (LPP) endorsed the revised planning proposal for the Georges River LEP 2020 (LEP 2020). The LEP 2020 was the first stage of a four-stage approach to preparing the Comprehensive Georges River LEP. We adopted a staged approach to enable detailed investigations to be conducted to support the full suite of actions and changes proposed by LSPS 2040. • We completed the interactive water play element of Hurstville Central Plaza where children can learn about cause and effect, and water pressure and water flow through play interactions. The water play feature also generates interaction between children which teaches cooperation and teamwork.

public transport and services with the introduction of medium to high density residential redevelopment on the new Eat Street between the town centre and Lee Avenue; a new civic square for Beverly Hills on the corner of King Georges Road and Frederick Street, including a plaza space integrated with a community facility. • We completed the Georges River LSPS 2040, which guides land-use planning and the delivery of significant infrastructure for the LGA over the next 20 years. LSPS 2040 was informed by a comprehensive engagement program with the community, councillors, NSW Government and other partners. • Community consultation for the LSPS informed the draft LEP 2020, which was exhibited from 1 April 2020 until 31 May 2020 with more than 100 submissions. • We completed a major upgrade to Hurstville Aquatic Centre, Jubilee Stadium and Kogarah Civic Centre roof height safety systems. • Solar systems were installed at Jack High Child Care, Kogarah Library, Penshurst Long Day Care and Narani Child Care. • We continued ongoing replacements of air conditioning units older than year 2000, which contain a refrigerant harmful to the ozone layer. • We installed solar LED lighting at Henry Lawson Reserve and switched all our emergency exit lights to energy efficient LEDs.

• Phase 2 of the draft Beverly Hills Town Centre Master Plan commenced in July 2019 and was adopted by Council in May 2020 for public exhibition. The draft Master Plan established five concepts for the town centre: renewing and revitalising “the strip” (King Georges Road B2 zoned land) by encouraging mixed use development and shop-top housing, including an expansion of the B2 zone and the creation of a new ‘Eat Street’; opportunities for people to live close to

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Summary of performance against indicators

Baseline

2018/19 Target

2016/17 Actual

2017/18 Actual

2018/19 Actual

2019/20 Actual

Number of DAs determined.

876

>800

511

692

675

730

Number of DAs determined by Georges River Planning Panel.

Number of DAs determined by the Sydney South Planning Panel.

Community participation in strategic land use planning.

New measure

1% of the population of for LGA-wide consultation.

N/A –

1.40%

16%

Measure

In 2020/21 we will … • Complete LEP 2021 – focusing on promoting housing choice. • Exhibit new Georges River DCP 2020. • Investigate options to conduct development information sessions over an online communications platform. • Complete a peer review of the Design Review Panel. • Continue roll-out of R22 refrigerant air-conditioning units.

Georges River Council // Annual Report 2019/20

Progress against one-year Operational Plan items Complete Progress against one-year Operational Plan items Not started Complete

On track

Not started On track

36%

Behind schedule

43%

Behind schedule

Cancelled Cancelled Ongoing

Ongoing

Carry over

Carry On hold over

21%

On hold

Three-year Delivery Program and one-year Operational Plan projects Three-year Delivery Program projects

Complete

Not started

On track

Behind schedule

Cancelled

Ongoing

On hold

Behind schedule

Cancelled

Ongoing

On hold

One-year Operational Plan projects

Complete

Not started

ANNUAL REPORT 2019/20

Carry over

GEORGES RIVER COUNCIL â&#x20AC;&#x201C; OUR PERFORMANCE

Page 78

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The tables below highlight how each of our projects are progressing: Goal 2.1: Sustainable development delivers better amenity and liveability of the community and the environment. LGA-wide planning Strategy 2.1.1: Prepare a comprehensive LEP for the entire LGA to improve and standardise development controls and regulations.

DP action

2.1.1a Continue to prepare a comprehensive LEP for the Georges River LGA.

Status

Completed

Action name

Status

Comment

Complete LSPS 2040. Completed

Prepare a new LEP for Georges River LGA.

Completed

Master planning Strategy - 2.1.2: Prepare a comprehensive DCP for the LGA to guide development in the LGA.

DP action

2.1.2a Complete the Hurstville City Centre Urban Design Strategy (Completed 2018/19)

Status

Completed

DP action

2.1.2b Continue with the preparation of a comprehensive DCP for the entire Georges River LGA.

Status

Progressing

Action name

Status

Prepare a new Georges River DCP 2020.

A new DCP has been prepared and will be reported to Council in August 2020 for a resolution to exhibit.

DP action

2.1.2c Complete the master plan for Beverly Hills.

Status

Progressing

Action name

Status

Continue to develop a master plan for Beverly Hills in association with the Beverly Hills community.

Comment

Georges River Council // Annual Report 2019/20

Comment Completed

Development assessment Strategy - 2.1.3: Continue rigorous assessment of DAs including compliance with DCPs, aesthetic qualities and environmental initiatives.

DP action

2.1.3a Continue to review the assessment and determination of processes and procedures to ensure continuous improvement of the assessment of DAs.

Status

Ongoing

Comment

All applications are assessed against statutory and Council requirements. Processes and procedures are being reviewed, refined, and continually improved.

Action name

Status

Comment

Implement the Development Advisory Service, a customer-focused program providing a range of pre-lodgement and advice services relating to planning, development and building matters.

Completed

Continue the implementation of internal procedures relating to the assessment of DAs such as the Clearing House.

Process reviews and system changes are ongoing.

Monitoring communications Strategy - 2.1.4: Ensure high quality reporting and DA assessment by Council staff, local planning panels and the Sydney South Planning Panel.

DP action

2.1.4a Continue to monitor and standardise DA assessment reports and templates.

Status

Ongoing

Comment

All applications are assessed against statutory and Council requirements. Peer review processes are implemented for quality control. Processes and procedures are being reviewed, refined, and improved regularly on an ongoing basis.

Action name

Status

Comment

Maintain and review development and building templates to increase efficiency.

The review and refinement of assessment templates is ongoing. Delegated residential report templates updated.

Conduct community information sessions on legislation changes affecting building and development.

Council's new development advisory service has commenced development information sessions. Face-to-face meetings were placed on hold.

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Design review panel Strategy - 2.1.5: Use Councilâ&#x20AC;&#x2122;s design review panel to provide independent and expert advice on the design quality of planning proposals and multi-storey developments that meet the review criteria.

DP action

2.1.5a Monitor the functions and recommendations of the design review panel.

Status

Ongoing

Comment

Design review panel meetings occurred throughout the reporting period. A review of the process will be reported to the executive team.

Action name

Status

Review the functions and membership of the Design Review Panel.

Comment Design Review Panel review is still under assessment.

Fire safety Strategy - 2.1.6: Adopt an effective fire safety program.

DP action

2.1.6a Adopt and implement a fire safety program that maintains buildings with essential fire services to safeguard the community.

Status

Completed

Action name

Status

Implement actions to ensure compliance with the directions set by the NSW Government relating to external combustible cladding.

Comment The program is ongoing. Council's fire officer is liaising with property owners, Fire and Rescue NSW and independent C10 fire engineers to find appropriate methods of dealing with cladding issues.

Goal 2.2: The community helps to plan the LGAs future Strategy - 2.2.1: Use community consultation and feedback to guide a comprehensive set of planning and development strategies that are incorporated into LEPs and Council policies. DP action

2.2.1a Monitor and review the variation to LEPs and DCP provisions occurring as part of the determination of DAs.

Status

Ongoing

Comment

Variations are monitored and reported publicly on Council's website. Feedback is provided to the strategic planning team on policy as required.

DP action

2.2.1b Provide ongoing education to the community about controls to the development and building approval processes.

Status

Ongoing

Comment

Council's website is updated regularly. The development advisory service is available during business hours to provide advice to community members or developers as required in addition to providing regular information sessions to community and industry groups.

Action name

Status

Conduct community information sessions on development and building matters.

Georges River Council // Annual Report 2019/20

Comment Council's development advisory service has commenced development information sessions. Face-to-face meetings were placed on hold.

Goal 2.3: Council-led development and assets provide quality, long-term benefits to everyone Strategy - 2.3.1: Ensure quality design and sustainability principles underpin the provision of Council facilities and other assets.

DP action

2.3.1a Expand Councilâ&#x20AC;&#x2122;s security and CCTV systems to improve public safety and accessibility.

Status

Completed

DP action

2.3.1b Implement more environmentally friendly building practices and products.

Status

Ongoing

Comment

Continuing to roll out numerous environmentally friendly building practices, including R22 refrigerant phase out, LED lighting, energy efficient water heater renewals and solar panel installations.

Action name

Status

Implement R22 refrigerant phase out across all legacy HVAC systems.

Comment Air-conditioning units built before 2000 contain a refrigerant called R22 that is harmful to the ozone layer. These are being phased out by the Commonwealth Government by 2020. This has resulted in increased repair costs for existing R22 units. R22 replacement continues, due to be completed in 2020/21 financial year.

Implement phase out of all fluorinated firefighting foams.

Completed

DP action

2.3.1c Forward plan, and investigate funding for, major rollouts of sustainable materials.

Status

Ongoing

Comment

Full building inspections program is in place. All Council exit lights are now LED.

Action name

Status

Implement LED Lighting rollout.

Comment Completed

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Statutory information Voluntary planning agreements (VPAs) We did not enter into any environmental upgrade agreements during 2019/20. The following agreements were in force in 2019/20:

Planning agreement

Parties

Executed

Public benefits

Status

East Quarter 93 Forest Road, Hurstville (Stages 1,2,3)

Georges River Council East Quarter Hurstville Pty Limited

21 Dec 2011

Landscaping works outside the lands ($400,000).

Stage 1 and 2 landscaping works outside the land completed and contributions paid. Stage 3 works and obligations transferred to the VPA for East Quarter Stage 3.

1-5 Treacy Street, Hurstville (DA2014/1083

Georges River Council GR Captial Group Pty Limited

14 March 2016

Landscaping works at Kempt Field ($350,000) Monetary contribution to Hurstville Public School ($185,198) Public access to plaza, Wedge Park and link to Kempt Field Land dedication for footpath and road widening on The Avenue and relocation services. Dedicate and fitout of commercial area (81m2) and car space.

Development completed. Security provided to Council. Public domain works completed by the developer. Commercial space to be dedicated by the developer.

Public domain works surrounding the site. 12-22 Woniora Road, Hurstville (former ATO site) (1st VPA - DA191/15)

Georges River 16 June 2016 Council Combined Projects (Hurstville) Pty Ltd

Monetary contribution ($4,587,500). Land dedication (223m2) and construction for road widening along Greenbank Street. Transfer of 200m2 commercial space with frontage to Greenbank Street. Transfer stratum lot for 79 car spaces.

Georges River Council // Annual Report 2019/20

Development completed. VPA obligations fully satisfied. Monetary contribution paid to Council, land dedications and transfers provided to Council and road works completed.

East Quarter Stage 3 93 Forest Rd Hurstville (PP2014/0002 and DA2016/0218)

Georges River Council Hville FCP Pty Ltd (Fridcorp) East Quarter Hurstville Pty Ltd

15 June 2017

Monetary contribution for public domain works at Kempt Field ($1.096m). Construction of road works at Forest Road/ Durham Street by the developer ($1.76m). Landscaping works by developer on Forest Road frontage to stage 3 ($46,000). Contribution to Hurstville Public School ($131,000). Easement for public access through the site to Kempt Field.

Catholic Club Site 6 Cross Street Hurstville (DA2017/191) Deed of Variation (amendment) to the VPA (DA2018/182)

Georges River Council Illawarra Catholic Club

20 March 2018 22 August 2019

Monetary contribution ($976,147) for embellishment Central Plaza and upgrade road network in Hurstville City Centre. Monetary contribution ($142,605.19) for embellishment of public infrastructure and upgrade of road network in Hurstville City Centre.

Bing Lee Site 108, 112, 124 Forest Road and 1-3 Wright Street, Hurstville (PP2014/0004)

Georges River Council Shanghai Lihua Hurstville Pty Ltd SLH 108 Pty Ltd

12-22 Woniora Road, Hurstville (former ATO site) (2nd VPA - DA2016/154

Georges River 18 April 2018 Council Combined Projects (Hurstville) Pty Ltd

26 March 2018

Monetary contribution ($3,775,750) for public facilities and infrastructure. Land dedication (196m2) along Forest Road for road widening Monetary contribution $1 million for public infrastructure improvements in the City Centre or a public purpose that Council reasonably considers in the public interest.

No development commenced. Security provided to Council for the road works, landscaping works and contribution to school. Monetary contribution for Kempt Field ($1,099,008) paid to Council in accordance with the VPA. VPA funds allocated to Kempt Field embellishment works.

Development commenced. Monetary contribution paid to Council. VPA obligations fully satisfied. Development commenced. Monetary contribution paid to Council. VPA obligations fully satisfied. VPA funds allocated to embellishment of Central Plaza. No development commenced. Monetary contribution paid to Council. Land dedication to be provided in accordance with VPA

Development completed. Monetary contribution paid to Council. VPA obligations fully satisfied.

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Part of the Landmark Square Precinct, Hurstville 61-69, 71A, 73 and 75 Forest Road, 126 Durham Street, Hurstville (PP2015/0001)

Georges River Council Prime Hurstville Pty Limited

19 August 2019

Work carried out on private land We did not carry out any works on private land during 2019/20.

Georges River Council // Annual Report 2019/20

Monetary contribution of $7,375,878 to be paid to Council in instalments. Developer to carry out and complete works to widen a section of Roberts Lane by three metres.

Dedication to Council free of cost of the three-metre wide strip of land along Roberts Lane.

Dedication to Council free of cost of the threemetre wide strip of land along Roberts Lane.

Easements for public access to and from and across and through the land connecting Forest Road, Robertâ&#x20AC;&#x2122;s Lane and Durham Street.

Artist impression of Beverly Hills green corridor

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Kempt Field Adventure Playground

Georges River Council // Annual Report 2019/20

PILLAR 3

ACTIVE AND ACCESSIBLE PLACES AND SPACES This pillar is about improving accessibility and transport connections for our community and creating a range of active and passive recreation facilities for everyone to enjoy. The goals in this pillar include: Goal 3.1: The LGA has a range of transport options to connect people, goods and businesses. Goal 3.2: Roads, footpaths and cycleways are safe, accessible, and free of congestion. Goal 3.3: Everyone, including people with disability, navigates the LGA in safety. Goal 3.4: Everyone has access to a range of active and passive recreation facilities.

Achievements • We completed the Georges River Car Parking Strategy to understand the current parking situation; identify opportunities for improvement, disposal, retention, and enlargement of current supply; ensure supply satisfies demand and is utilised efficiently; encourage sustainable transport modes and reduce reliance on motor vehicles; and review the car parking requirements in our DCP. Council endorsed the position paper and the Car Parking Strategy in April 2020. • We commenced Smart City activities including delivery of three world-first ChillOUT Hubs – Belgrave Street Kogarah, Macquarie Place Mortdale and Timothy Reserve Hurstville with public art. Successful Smart Social Spaces grant application and project delivery included a visit from Dr Hila Oren from the Tel Aviv Foundation which facilitated an engagement session with Oatley Campus Peakhurst High School, a Council exchange program that saw participants from five councils across Sydney and a networking event for councillors.

• We completed the Oatley Adventure Playground. This nature-based adventure playground includes unique, site-specific play elements, landscaping works, new park furniture and associated park infrastructure. The project has delivered a first-class recreational asset, designed to be sensitive to its beautiful bushland setting. The playground will cater for all ages and all abilities and has been constructed primarily from natural materials that include naturebased play elements and new picnic facilities. The playground was designed in close collaboration with the local community and by using the NSW Government’s Everyone Can Play inclusive playspace guidelines. More than 85 per cent of the play space is accessible and able to be enjoyed by users of all abilities and capabilities. • We completed the Kempt Field Inclusive Adventure Playground and bike training circuit as identified in the Kempt Field Master Plan. This project involves an inclusive children’s adventure playground, rubber soft fall surfacing, shade sail, seats and picnic shelters, water refill station, bike training circuit and associated design and landscaping works. • We completed improvement works at Meade Reserve associated with the expansion and improvement of the existing passive and recreational amenity in a highly utilised playground. • We completed Charles Pirie Reserve Inclusive Sports Amenities and adjoining car park. Charles Pirie Reserve is the home of the Carss Park Football Club and the special needs program, St George Warriors. The program is an innovative, equal-access community initiative which provides a fun, inclusive and social environment for players and their families to participate in a modified team format. Carss Park Football Club had more than 430 registered members in the 2017 season, and the special needs program has grown to four teams in the space of a few short years.

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• We completed the Dover Park East pontoon which is heavily used by boaters, including disabled sailors as part of Sailability NSW. Pontoon slope and water depth issues due to sedimentation resulted in boaters being unable to regularly use the infrastructure. We installed a longer gangway and moved existing infrastructure outside the impact zone, ensuring the long-term success of this site. • We upgraded the Grosvenor Road Playground, South Hurstville. This project involved construction of climbing and balance equipment, along with swings and shade. • We completed the Anderson Park Playground in San Souci, which features an inclusive boat-shaped playground with shade sails. • We completed the Simpson Reserve Playground in Oatley, an inclusive children’s playground, multipurpose rebound wall/half basketball court, and upgraded cricket nets.

Summary of performance against indicators

Baseline

2018/19 Target

2016/17 Actual

2017/18 Actual

2018/19 Actual

2019/20 Actual

95%

90%

N/A

95%

96%

116%

>100%

115%

77%

92%

Percentage of utility restorations completed within timeframe advised

80%

Indicator not created in 2016/17

80%

84%

96%

Percentage of depot jobs completed against works scheduled.

New measure

80%

N/A

100%

Measure Civil design completion rate Maintain the asset renewal ratio above industry benchmarks

In 2020/21 we will … • Finalise the Transport Strategy. • Recommence car share trial in Kogarah and Hurstville. • Continue work to deliver master plans. • Complete drainage works at Beverly Hills and Olds Park two sports fields as part of the 2019/20 Capital Works Program. • Complete Hurstville Central Plaza Ausgrid works.

Georges River Council // Annual Report 2019/20

Progress against one-year Operational Plan items

Complete

Progress against one-year Operational Plan items Not started Complete On track

12.5%

Not started

Behind schedule

On track

Behind schedule

Cancelled

Ongoing

Carry over

On hold

87.5%

On hold

Three-year Delivery Program and one-year Operational Plan projects Three-year Delivery Program projects

Complete

Not started

On track

Behind schedule

Cancelled

Ongoing

On hold

Behind schedule

Cancelled

Ongoing

On hold

One-year Operational Plan projects

Complete

Not started

ANNUAL REPORT 2019/20

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The tables below highlight how each of our projects are progressing: Goal 3.1: The LGA has a range of transport options to connect people, goods and businesses. Parking supply Strategy - 3.1.1: Lobby for improved commuter car parking and manage local parking supply, including around train stations, to enhance business vitality and encourage public transport use, cycling and walking.

DP action

3.1.1a Implement the recommendations of the Car Parking Strategy.

Status

Progressing

Action name

Status

Develop a Car Parking Strategy for the commercial centres in the Georges River LGA.

Comment Completed

Finalise the Car Parking Strategy.

Completed

Integrated transport and land use planning Strategy - 3.1.2: Work with the NSW Government to develop an integrated transport and land use plan and a 20-year precinct plan as part of Future Transport 2056 initiatives.

DP action

3.1.2a Work with State agencies to deliver improved transport outcomes for the Hurstville City Centre and Kogarah City Centre areas based on relevant studies including the Hurstville CBD Transport Management and Accessibility Plan.

Status

Progressing

DP action

3.1.2b Draft an integrated transport and land use plan, including a 20-year precinct plan, as part of Future Transport 2056, for public exhibition.

Status

Progressing

Action name

Status

Commence work on an integrated transport and land use plan.

Comment Completed

Goal 3.2: Roads, footpaths and cycleways are safe, accessible and free of congestion. Capital works Strategy - 3.2.2: Implement a program of capital and maintenance to meet the needs of current and future users of Councilâ&#x20AC;&#x2122;s infrastructure assets.

DP action

3.2.2a Develop and implement the annual Infrastructure Works Program, including a town centres public domain program.

Status

Progressing

Action name

Status

Develop and deliver the 2019/20 capital works program for new construction and renewals.

Georges River Council // Annual Report 2019/20

Comment Many sports amenities building projects were delivered during 2019/20.Resurfacing and irrigation works are complete at Beverly Hills and Olds Park sports fields. Drainage works at these sites were delayed due to heavy rain in late January/February 2020 and will now be undertaken in late September/early October 2020.

Develop and deliver the 2019/20 road re-sheeting program.

Completed

Deliver the 2019/20 drainage upgrade program including new and replacement works.

Completed

Implement the Black Spot Funding Program for Beverly Hills.

Completed

Design and construct compliant accessible bus stops.

Completed

DP action

3.2.2b Use the findings from the footpath condition audit to implement the planned footpath maintenance schedule.

Status

Progressing

Action name

Status

Develop and deliver the 2019/20 footpath maintenance schedule

Comment Completed

Large-scale infrastructure Strategy - 3.2.3: Collaborate with neighbouring councils to deliver large-scale infrastructure and planning projects.

DP action

3.2.3a Develop plans with neighbouring councils to deliver large-scale infrastructure projects, including projects recommended in the Open Space, Recreation and Community Facilities Strategy.

Status

Progressing

Action name

Status

Comment

Attend meetings with neighbouring councils to discuss delivery of future large-scale infrastructure projects.

Completed

Establish a framework, mechanism and resourcing strategy for working with neighbouring councils to deliver large-scale infrastructure projects.

Completed

Goal 3.3: Everyone, including people with disability, navigates the LGA in safety Accessibility and inclusivity Strategy - 3.3.1: Implement the Georges River Council Disability Inclusion Action Plan.

DP action

3.3.1a Engage with and support the local business community to provide more accessible and inclusive services to people of all abilities.

Status

Behind schedule

Comment

No further progress on this action in Q4 2019/20 due to resourcing issues.

Action name

Status

Increase the provision of key Council documents in plain English.

Comment Completed

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DP action

3.3.1b Increase the accessibility and inclusiveness of Council community and major events through the development of a continuous improvement program based on the findings of accessibility assessments and community feedback.

Status

Completed

Action name

Status

Provide more opportunities for performers and audiences with disabilities at Councilâ&#x20AC;&#x2122;s major events.

Comment Completed

DP action

3.3.1c Provide â&#x20AC;&#x2DC;appreciating diversity in others' training to staff to build confidence in working with and providing services to people with disability.

Status

Behind schedule

Comment

Scheduled disability awareness and mental health training was postponed due to the COVID-19 pandemic.

Action name

Status

Commence work on an integrated transport and land use plan.

Comment Completed

Goal 3.4: Everyone has access to a range of active and passive recreation facilities. Open space and recreation Strategy - 3.4.1: Guided by the GRC Open Space and Recreation Strategy, provide contemporary passive and active recreation spaces, aquatic facilities, synthetic fields, community centres and libraries.

DP Action

3.4.1a Plan, consider funding for and commence a program of capital works and service adjustments that responds to the Open Space, Recreation and Community Facilities Strategy, and improve opportunities for the community to participate in sporting, exercise, and leisure activities.

Status

Progressing

Action name

Status

Prioritise new projects and service changes in response to the GRC Open Space, Recreation and Community Facilities Strategy.

Complete Hurstville Central Plaza as community open space.

Georges River Council // Annual Report 2019/20

Comment Completed All civil works are completed. Ausgrid works were delayed due to the live work ban. There are two stages of the live work ban and Ausgrid recently lifted the Stage 1 work ban relating to overhead and low voltage work.

DP Action

3.4.1b Complete Plans of Management for all sporting fields in the Georges River LGA

Status

Ongoing

Comment

Plans of Management adopted or underway for Hurstville Oval/Timothy Reserve, Moore Reserve, Olds Park, former Oatley Bowling Club site and generic parks. Work is being completed by the Strategic Planning team.

Action name

Status

Develop innovative funding and delivery models to implement priority projects and recommendations from the Open Space, Recreation and Community Facilities Strategy

Comment

Completed

Chill Out Hub, Belgrave Street Kogarah

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Statutory information Disability Inclusion Action Plan The Disability Inclusion Action Plan has four focus areas: building positive attitudes; creating liveable communities; supporting access to meaningful employment; and accessible systems, information or processes.

A Disability Awareness Train the Trainer program was delivered by an external consultant to managers and coordinators across the organisation part of our Wellness and Belonging Program in July 2019. The program promoted awareness of disabilities and the impact that societal attitudes and inherent stigma and discrimination have on the lives of people with disability.

Building positive attitudes

Creating liveable communities

We continued to partner with local community groups to showcase the contribution people with disability make in our community. Local disability groups have been assisted financially through our Community Grants Program to support their programs, work, and resources to advocate and raise their profile to work in the community. These have included funding under two categories: Major Programs category: Kogarah RSL Sub- Branch Youth Club received funding for Junior Jellybeans social connectedness program for children with disabilities and their parents. Capacity Building category: Cerebral Palsy Alliance received funding for Communication equipment for people with disability; Cass Care Ltd received funding to develop a therapeutic sensory room; we funded the work of Learning Links for supporting children with learning disabilities and difficulties in the Georges River; and St George with Disabilities Children Fund Inc. received funding for music therapy and life enhancing support for children with severe disabilities. We provided free autism workshops in August 2019 and in March 2020 to support to families, and offer information and behaviour strategies for people living with autism. Two workshops in April and June 2020 were cancelled due to COVID-19. More workshops are planned for our staff in the Customer Service, Children Services and Hurstville Library teams. We reviewed digital communication and have consulted people from all abilities about their needs. As a result, we will include more images on our website that present people with disability in a positive manner and to illustrate the steps taken to improve disability perception. These images will be presented to members of the Access and Inclusion Reference Group at their next meeting for their endorsement.

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Georges River Council // Annual Report 2019/20

A comprehensive access audit of the Jubilee Stadium Stage one was completed in March 2020 to ensure the Stadium is compliant with Australian Access Standards and Disability Discrimination Act 1992 (DDA) measures. The audit mapped the paths of travel to all parts of the Stadium from all entry points and car parking areas, all rooms, and facilities, and reported any areas that do not meet Australian Standards. The audit recommended works to achieve compliance, the inclusion of features that meet the principles of universal design was provided and advice on the need to comply with Section F 2.9 of National Construction Code 2019, and the inclusion of an accessible adult change facility was also provided. A physical audit was conducted for the public toilets in the LGA between September and October 2019. The National Public Toilet Map has been completed and updated on our website so that people with a disability can find accessible public toilets. Disability parking spaces at the Oatley Park playground area were completed in December 2019. A kerb ramp was installed at the intersection of two streets in Riverwood for an elderly resident who is in a wheelchair. We produced three accessible maps for Hurstville, Kogarah and Mortdale town centres. Three more accessible maps for other town centres in the area will be developed. We organised the Carers’ Cruise for seniors’ carers and carers of people with a disability, targeting those who were isolated or did not identify as a carer. The carers’ morning tea cruise attracted 40 carers who had the opportunity to meet Georgie the Dragon. The event was well received by all participants.

We partnered with Kingsgrove Community Aid Centre to celebrate the International Day of People with Disability on 29 November 2019. The event showcased disability services, performers and provided outdoor games and entertainment. It was attended by about 120 people. We are working on the strategy for wayfinding signs, walkability and retro-fitting braille plates to signage and are looking at using Kogarah Town Centre for a pilot, before rolling out to other town centres.

Supporting access to meaningful employment

through our Access and Inclusion Reference Group and relevant networks. We also provided information and links to organisations and resources in Easy English related to COVID-19. We also looked during COVID-19 into the meaning of concepts such as social distancing and isolation that are so critical to the diverse community. We ensured that the information is clearly explained to people with disability. Information related to COVID-19 was updated on our website.

Our ongoing support with the Jubilee Arts for Mental Health Program (JAMH) has had positive outcomes and feedback from the participants and the community. The art skills program is offered each term for 12 to 14 people living with a mental illness. There is an opportunity for participants who have attended for a few terms to be selected for a paid position as an assistant tutor on following programs. To raise awareness about the contribution people with disability make to the community, our Events team engaged the Taren Point Band, the Weeklies (a disability Rock Band) to perform at our Australia Day celebration and Lunar New Year in 2020. A viewing platform for people with disability and disability parking spots were also provided in addition to Auslan interpreters.

Accessible systems, information or processes As a result of the impact of COVID-19, we organised all meetings via online platforms including meetings with members of the Access and Inclusion Reference Group. We used new tools and technologies that are designed and developed to improve our reach to people with disabilities and access issues. We added Live Captioning and Auslan interpretations at major meetings and online platforms. Our Events and the Community and Cultural Development teams undertook accessibility assessments of events hosted throughout the year. We increased the provision of key documents in easy to read English and were promoted in the community

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Georges River Council // Annual Report 2019/20

PILLAR 4

A DIVERSE AND PRODUCTIVE ECONOMY This pillar is about building on the LGA’s economic potential to create sustainable employment opportunities and realise the ambitions for strategic and town centres. The goals in this pillar include: Goal 4.1: Local businesses are supported to help protect jobs and create Goal 4.2: Outcomes from an Employment Lands Study make sufficient land available for future employment growth. Goal 4.3: The ambitions for Hurstville and Kogarah as strategic centres are realised.

Achievements • Part 1 Centres Analysis was adopted by Council at its meeting on 24 February 2020. This will inform LEP 2020 and its accompanying DCP. • The Part 1 Centres Analysis also looks at the inconsistencies and deficiencies of the current planning framework. It harmonises the permissible land uses and introduces land uses that will promote employment in response to the emerging economic trends and drivers, and investigates the appropriate mix required between employment and residential floor space in mixed use developments. A set of rezoning criteria guidelines is also developed to manage proposals that seek to expand existing centres.

• We completed the Kogarah Investment Attraction Strategy and established a Kogarah Alliance consisting of Georges River Council, TAFE NSW St George, St George Hospital, St George Private Hospital, St George Sutherland Medical Research Foundation, Calvary Health Care, Wesley Hospital and St George and Sutherland Clinical School. • We completed the Hurstville Heart of the City Place Strategy, including a pop-up park at Palm Court Car Park, and commenced concept designs for the revitalisation of Hurstville CBD including transforming Palm Court into open space, increased pedestrianisation of Forest Road, place-making and activation of the Miles Franklin Courtyard and uplift of Memorial Square. • We established a partnership with University of Technology Sydney, ANSTO and Regional Development Australia Sydney to identify the innovation and entrepreneurial ecosystem of Southern Sydney. • We produced a ‘River Rail’ advocacy document – Kogarah to Parramatta Rail Link. • The Economic and Social Recovery Plan (ESRP) was endorsed. The ESRP is a $47 million program of economic and social initiatives that will help the Georges River Community recover from COVID-19.

• Kogarah Collaboration Area Place Strategy, a collaboration with Greater Sydney Commission, Georges River Council, Bayside Council and State agencies was endorsed.

Magic of Christmas at Carss Bush Park 2019

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Summary of performance against indicators

Baseline

2018/19 Target

2016/17 Actual

2017/18 Actual

2018/19 Actual

2019/20 Actual

24 commercial centres, identified for daily cleaning, cleaned each day

100%

90%

100%

Mean gross assessment times (in days) on DAs, modifications, DA reviews

101.4

<90 days

137 days

142 days

130 days

168 days

Percentage of Construction Certificates determined in 21 days

76%

>90%

22.6%

85.7%

62%

31%

Percentage of planning proposals meeting Gateway determination timeframes

85%

>85%

85%

90%

New Measure

Level of satisfaction increases

N/A

87%

Measure

Level of place satisfaction for key and emerging centres

In 2020/21 we will … • Commence Part 2 of the Centres Analysis Strategy to inform the future LEP 2022 (Jobs and Activation) amendment and the accompanying DCP. • Complete new draft Section 7.11 and 7.12 Contributions Plan(s) for the Georges River LGA. • Implement the Place Strategy actions. • Implement the Kogarah Investment Strategy recommendations, continued development of partnerships and a Kogarah Prospectus. • Commence community and stakeholder consultation to develop detailed designs for Hurstville Revitalisation work. • Continue work to capitalise on the existing ecosystem including advocating for greater investment in the South and the ‘Southern Aerotropolis’. • Continue the implementation of Hurstville Place Strategy. • Continued adaptation of the Social Recovery Plan as well as the establishment of an Expert Recovery Panel to help guide new projects.

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Georges River Council // Annual Report 2019/20

Progress against 1 Year Operational Plan Items

ProgressComplete against one-year Operational Plan items Not Started Complete

track NotOn started On track

Behind schedule

Cancelled Cancelled

36%

55%

Ongoing

Carry over OnCarry hold over

On hold

Three-year Delivery Program and one-year Operational Plan projects Three-year Delivery Program projects

Complete

Not started

On track

Behind schedule

Cancelled

Ongoing

On hold

Behind schedule

Cancelled

Ongoing

On hold

One-year Operational Plan projects

Complete

Not started

ANNUAL REPORT 2019/20

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The tables below highlight how each of our projects are progressing: Goal 4.1: Local businesses are supported to help protect jobs and create employment opportunities. Economic development Strategy 4.1.1: Primarily target economic development initiatives in Kogarah, Hurstville, Kingsgrove, Peakhurst and Riverwood.

DP Action

4.1.1a Adopt the Economic Development Strategy as supported by local business, Council's Economic Development Advisory Committee and Council.

Status

Completed

DP Action

4.1.1b Implement a program of works in key centres that responds to the Economic Development Strategy.

Status

Progressing

Action Name

Status

Commence to implement the Economic Development Strategy.

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Comment Completed

DP Action

4.1.1c Promote effective economic development initiatives that benefit the LGA.

Status

Progressing

Action Name

Status

Comment

Continue to promote the benefits of economic development to the community.

Completed

Continue to work with the NSW Government, adjoining Councils, business, and community groups to facilitate, coordinate and stimulate economic development opportunities.

Completed

DP action

4.1.1d Regularly review and monitor DA times and implement efficiencies to improve DA turnaround times.

Status

Ongoing

Comment

Reports are provided to Council on a quarterly basis to report on processing times in addition to the annual report to the NSW Department of Planning, Industry and Environment.

Georges River Council // Annual Report 2019/20

Economic sector Strategy - 4.1.2: Develop economic programs that target the health, retail, construction, education and financial sectors, small to medium businesses and home-based businesses.

DP Action

4.1.2a Implement initiatives in key economic sectors in response to the Economic Development Strategy.

Status

Completed

Action Name

Status

Continue to partner with Realise Business to assist start-up and growing businesses in the LGA and promote and facilitate networking opportunities.

Comment

Completed

DP Action

4.1.2b Provide clearer, tailored information for small business on council approvals and regulatory requirements. (Completed 2018/19)

Status

Completed

Place making Strategy - 4.1.3: Deliver responsive placed based activities across the LGA to promote the natural environment, improve cleanliness and safety, and assist local businesses.

DP Action

4.1.3a Deliver programs to improve cleanliness and attractiveness of public spaces and increase night-time activation in Hurstville CBD.

Status

Progressing

DP Action

4.1.3b Deliver programs in the Kogarah town centre to improve cleanliness, attractiveness and activation.

Status

Progressing

DP Action

4.1.3c Implement medium and long-term place-based initiatives across other centres in the LGA.

Status

Progressing

Action Name

Status

Continue to implement a placemaking program for our centres.

Comment Completed

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Goal 4.2: Outcomes from an Employment Lands Study ensure sufficient land is available for future employment growth. Employment lands Strategy - 4.2.1: Develop an Employment Lands Study to preserve employment lands and to protect employment growth and services during land rezoning processes.

DP Action

4.2.1a Implement the recommendations of the Commercial Centres Strategy.

Status

Progressing

Action Name

Status

Finalise the Commercial Centres Strategy for all centres within the LGA.

Comment Part 1 Centres Analysis was adopted by Council at its meeting on 24 February 2020. Part 2 of the Strategy will commence in 2020/21 to inform the future LEP 2022 (Jobs and Activation) amendment and the accompanying DCP as funding has been provided for in 2020/21

DP Action

4.2.1b Establish guidelines for assessing rezoning proposals in industrial and urban services land. (Completed 2018/19)

Status

Completed

Goal 4.3: The ambitions for Hurstville and Kogarah as strategic centres are realised Critical infrastructure Strategy - 4.3.1: Advocate at all levels of government to ensure critical infrastructure accompanies significant residential and employment growth.

DP Action

4.3.1a Prepare a new Section 7.11 and Section 7.12 Contributions Plan for the Georges River LGA.

Status

Progressing

Action Name

Status

Complete a new draft Section 7.11 and Section 7.12 Contributions Plan(s) for the Georges River LGA

This project being delayed during 2019/20 due to COVID-19.

DP Action

4.3.1b Lobby the Australian and NSW Governments to address infrastructure gaps.

Status

Progressing

Action Name

Status

Identify critical infrastructure needs arising from the new Car Parking Strategy.

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Comment

Georges River Council // Annual Report 2019/20

Comment This project was delayed in 2019/20. Council endorsed the Position Paper and the Car Parking Strategy at its meeting held 27 April 2020.

DP Action

4.3.1c Work with the NSW Government and City of Canterbury-Bankstown on the orderly development of Riverwood as a Planned Precinct.

Status

Not progressing

Comment

Waiting on a decision from the NSW Government

Action Name

Status

Continue to work with the NSW Government and CanterburyBankstown Council on the orderly development of Riverwood as a Planning Precinct.

Comment

On hold - as stated in 2019/20 Half Yearly Progress Report.

Kogarah health and education precinct Strategy - 4.3.2: Collaborate across all levels of government so that the Kogarah health and research hub can grow and attract allied services, increase employment, provide a range of housing types (including affordable housing) and provide excellent transport connections to and within the South and Eastern City districts.

DP Action

4.3.2a Actively participate with State agencies and Bayside Council to achieve the ambitions for the Kogarah Health and Research Hub Collaboration Area.

Status

Progressing

Action Name

Status

Continue to play an active role as processes are established for the Kogarah Health and Research Hub.

Comment Completed

Investment opportunities Strategy - 4.3.3: Create an action plan with the business community that markets the LGAâ&#x20AC;&#x2122;s investment opportunities.

DP Action

4.3.3a Prepare and implement an action plan to market the LGA's investment opportunities.

Status

Progressing

Action Name

Status

Finalise an action plan to market the LGA's investment opportunities.

Comment In 2019/20 Council endorsed the Kogarah Investment Attraction Strategy, the Reputation Strategy and was working towards a City Launch Event. The launch was postponed due to COVID-19.

Statutory information Nil

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Georges River Council // Annual Report 2019/20

Aerial view of strategic centres

A leading, people-focused organisation delivering outstanding results for our community and city

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OUR PERFORMANCE

Artbomb: connect + create exhibition at Hurstville Museum & Gallery

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Georges River Council // Annual Report 2019/20

PILLAR 5

A HARMONIOUS AND PROUD COMMUNITY WITH STRONG SOCIAL SERVICES AND INFRASTRUCTURE This pillar is about improving social cohesion through Council and community-run events that celebrate the area’s history and identity, and infrastructure and services. The goals in this pillar include: Goal 5.1: We create and support events that celebrate community and cultural identify and benefit the economy. Goal 5.2: Affordable and quality housing options are available. Goal 5.3: The community is socially and culturally connected. Goal 5.4: Diverse, vibrant community facilities and spaces are connected, well maintained and accessible Goal 5.5: The community is safe and healthy.

Achievements • Stage 1 of the Inclusive Housing Strategy was completed in 2019/20 informed by the evidence base prepared for the Local Housing Strategy. Demographic and housing analysis shows the housing implications and future housing capacity of Georges River. • The draft Inclusive Housing Strategy along with the draft LEP 2020 and draft Local Housing Strategy were on public exhibition from Wednesday 1 April to Sunday 31 May 2020. • The Planning Proposal for the Civic Centre Precinct Master Plan was adopted by Council in May 2020 for referral for Gateway Determination. • A Local Studies Marketing and Communication Plan was developed to include local studies, collections, home library, children and youth and social media.

• We implemented agreed outcomes from the Library Service Delivery Model review. • Internal and external consultation was undertaken in the development of the Digital Experience and Communications Strategy. We learned the value the community places on digital services with COVID-19 pandemic making it one of the few ways they would receive information and support. • Building works were completed on the Media Lab in Hurstville Library. Furniture and technology fit out is underway and will be completed during July 2020. • We completed Oatley West Early Learning Centre at 66 Mulga Road, Oatley to address the area’s lack of facilities to accommodate the growing population of families with young children. This new childcare centre constructed in 2019/20 is a DDA-compliant facility with an internal lift that will accommodate up to 49 children. • We hosted a successful summer events program comprising Magic of Christmas, Australia Day Festival and Lunar New Year Festival. The events were enhanced to meet accessibility and environmental sustainability objectives including carbon offsets, installation of wheelchair-accessible viewing platforms, introduction of Auslan interpreters, and free water trailers for attendees. • We installed a large video screen and sound system at Netstrata Jubilee Stadium. • We continue to develop a Waste Education Program. • We developed and implemented recommendations from the Create Georges River Cultural Strategy, including a Cultural Needs Assessment and Public Art Policy. • Georges River’s first crisis accommodation facility was completed and launched to support women and their children experiencing domestic violence.

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Summary of performance against indicators

Baseline

2018/19 Target

2016/17 Actual

2017/18 Actual

2018/19 Actual

2019/20 Actual

Utilisation of Council’s Child Care Centres

>95%

83.6%

91.85%

82.31%

83%

Number of annual visitors to Museum and Gallery

8,995

12,000

14,083

19,136

18,256

13,217

107,326

100,000

156,016

169,773

164,687

119,714

Number of attendees at council major events

68,000

70,000

55,000

65,000

69,657

57,000

Number of library members

73,352

73,000

57,318

69,155

67,865

61,369

100%

77%

New measure

100%

Measure

Number of annual visitors to Hurstville Entertainment Centre

Percentage of food premises inspected annually Percentage of school safety zones patrolled annually

In 2020/21 we will … • Develop a Library Collections Management Plan. • Exhibit the Planning Proposal for the Civic Centre Precinct Master Plan. • Finalise the Inclusive Housing Strategy. • Finalise Community Safety Plan. • Develop a Social Justice Charter. • Complete a Debt Recovery Plan for Library Services. • Implement regulatory programs. • Adopt and implement our 2021-2025 Children’s Services Plan. • Develop and deliver a Child Protection Action Plan.

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Georges River Council // Annual Report 2019/20

Progress against 1 Year Operational Plan items

ProgressComplete against one-year Operational Plan items Not Started Complete

track NotOn started

30%

On track

Behind schedule

Cancelled Cancelled Ongoing

68%

Ongoing

Carry over OnCarry hold over

On hold

Three-year Delivery Program and one-year Operational Plan projects Three-year Delivery Program projects

Complete

Not started

On track

Behind schedule

Cancelled

Ongoing

On hold

Behind schedule

Cancelled

Ongoing

On hold

One-year Operational Plan projects

Complete

Not started

ANNUAL REPORT 2019/20

Carry over

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The tables below highlight how each of our projects are progressing: Goal 5.1: We create and support events that celebrate community and cultural identity and benefit the economy Events Strategy - 5.1.1: Initiate, facilitate and support inclusive and accessible events that meet the communityâ&#x20AC;&#x2122;s aspirations and actively connect Council to individuals, community groups and businesses.

DP Action

5.1.1a Assess event capacity and opportunities to make the LGA a preferred event destination.

Status

Ongoing

Comment

This is an ongoing action as part of Council's various adopted strategies including: Event Strategy, Open Space Strategy and Cultural Strategy.

Action Name

Status

Evaluate and review destination event options for implementation.

Completed

Evaluate event value to the LGA, investigate a destination event for the LGA and review the events process.

Completed

Engage sponsorship expertise to review and revamp event sponsorship.

Completed

DP Action

5.1.1b Implement an annual program of Council-run and Council-supported events.

Status

Completed

Action Name

Status

Comment

Implement findings of the Event Services Review.

Completed

Deliver the 2019 Christmas Lights Competition.

Completed

DP Action

5.1.1c Develop an Environmentally Sustainable Events Guideline.

Status

Completed

DP Action

5.1.1d Build stronger relationships with local businesses, industries and state agencies to maximise sponsorship of local events.

Status

Completed

DP Action

5.1.1e Develop an online event toolkit to help community and commercial groups deliver events. Build community capacity in event planning and delivery.

Status

Completed

Action Name

Status

Develop an online event toolkit to help community and commercial groups deliver events. Build community capacity in event planning and delivery. 116

Comment

Georges River Council // Annual Report 2019/20

Comment

Completed

Goal 5.2: Affordable and quality housing options are available Affordable housing Strategy - 5.2.1: Partner with State agencies to increase supply of affordable housing for residents on very low to moderate incomes.

DP Action

5.2.1a Implement the recommendations of the Inclusive Housing Strategy including the identification of an affordable housing target for the LGA.

Status

Progressing

Action Name

Status

Comment

Complete the Inclusive Housing Strategy.

The Local Housing Strategy and Inclusive Housing Strategy were exhibited with the draft Georges River LEP 2020 from 1 April to 31 May 2020, with 24 submissions received.

Prepare an Affordable Rental Housing Policy.

The Local Housing Strategy and Inclusive Housing Strategy were exhibited with the draft Georges River LEP 2020 from 1 April to 31 May 2020, with 24 submissions received.

Housing for key workers Strategy 5.2.2: Advocate to the NSW Government to include key worker housing for moderate income earners to be included in affordable housing initiatives.

DP Action

5.2.2a Work with the NSW Government to extend the application of affordable rental housing initiatives targeting key workers in particular.

Status

Progressing

Action Name

Status

Complete the Inclusive Housing Strategy. Use the new Housing Strategy to inform NSW Government advocacy that includes key worker housing in affordable housing initiatives.

Comment The Local Housing Strategy and Inclusive Housing Strategy were exhibited with the draft Georges River LEP 2020 from 1 April to 31 May 2020, with 24 submissions received. The Local Housing Strategy and Inclusive Housing Strategy were exhibited with the draft Georges River LEP 2020 from 1 April to 31 May 2020, with 24 submissions received.

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Mandatory requirements Strategy 5.2.3: Advocate to the NSW Government to include mandatory affordable housing requirements in Council LEPs.

DP Action

5.2.3a Implement the recommendations of the Inclusive Housing Strategy including working with the Department of Planning in the development of LEP provisions to increase the supply of affordable housing.

Status

Progressing

Action Name

Status

Complete the Inclusive Housing Strategy.

Comment The Local Housing Strategy and Inclusive Housing Strategy were exhibited with the draft Georges River LEP 2020 from 1 April to 31 May 2020, with 24 submissions received.

Based on the findings of the Affordable Housing Strategy, approach the NSW Department of Planning and Environment to include mandatory affordable housing in State Environmental Planning Policy No. 70 - Affordable Housing (Revised Schemes).

The Local Housing Strategy and Inclusive Housing Strategy were exhibited with the draft Georges River LEP 2020 from 1 April to 31 May 2020, with 24 submissions received.

Housing diversity and choice Strategy 5.2.4: Develop policies that encourage a greater supply of housing diversity and choice.

DP Action

5.2.4a Implement the recommendations of the Housing Strategy and the Inclusive Housing Strategy via the comprehensive LEP and DCP and Councilâ&#x20AC;&#x2122;s planning guidelines.

Status

Progressing

Action Name

Status

Complete the Inclusive Housing Strategy and the Housing Strategy.

Comment The Local Housing Strategy and Inclusive Housing Strategy were exhibited with the draft Georges River LEP 2020 from 1 April to 31 May 2020, with 24 submissions received.

Council-led development proposals Strategy - 5.2.5: Council-led development proposals incorporate, where feasible, options that support affordable and diverse housing.

DP Action

5.2.5a Investigate the potential to include affordable housing in Council-led developments.

Status

Progressing

Action Name

Status

Progress the Planning Proposal for Civic Precinct Master Plan to Gateway determination stage.

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Comment Completed

Goal 5.3: The community is socially and culturally connected Social and cultural plans Strategy - 5.3.1: Develop and implement a Social Plan and a Cultural Strategy that celebrates diversity, promotes the multicultural community, supports innovation and creativity and contributes to the economic success of the area.

DP Action

5.3.1a Develop and implement a Social Plan to build the LGAâ&#x20AC;&#x2122;s social strengths.

Status

Progressing

Action Name

Status

Comment

Develop the Social Plan.

The Social Justice Charter will provide a practical approach to addressing disadvantage and advocating for social change across the LGA.

Prepare an Affordable Rental Housing Policy.

The Local Housing Strategy and Inclusive Housing Strategy were exhibited with the draft Georges River LEP 2020 from 1 April to 31 May 2020, with 24 submissions received.

DP Action

5.3.1b Implement the priorities of the Cultural Strategy and Public Art Policy.

Status

Completed

Action Name

Status

Comment

Implement recommendations from the Cultural Strategy.

Completed

Develop and implement a Public Art Policy.

Completed

Social participation and community wellbeing Strategy - 5.3.2: Develop, support and promote programs and activities that foster social participation and wellbeing of the diverse community, regardless of age, gender, sexual orientation, cultural or religious background.

DP Action

5.2.4a Implement the recommendations of the Housing Strategy and the Inclusive Housing Strategy via the comprehensive LEP and DCP and Councilâ&#x20AC;&#x2122;s planning guidelines.

Status

Progressing

Action Name

Status

Comment

Implement the Hurstville Plaza Activation Plan.

A range of community cultural activations were held in Hurstville Plaza in 2019.

Develop a directory of free and lowcost services for seniors.

Completed

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DP Action

5.3.2b Collaborate across Council and with relevant partners to develop holistic programs for community benefit.

Status

Ongoing

Comment

Council staff continue to work with the Aboriginal Reference Group, Multicultural Reference Group, Access and Inclusion Reference Group and Youth Advisory Committee to develop cross-departmental programs and initiatives to support more vulnerable members of our community.

Action Name

Status

Comment

Implement the annual Community Grants Program.

Completed

Celebrate the local LGBTQI community through Pride Month events.

Completed

DP Action

5.3.2c Develop action plans that address the needs of the aged, youth, multicultural and indigenous communities in the Georges River area.

Status

Ongoing

Comment

The Social Justice Charter contains actions addressing basic rights that promote and protect the values of freedom, respect, equality, and dignity to all community members including the aged, youth, multicultural and indigenous communities in the Georges River area.

Action Name

Status

Work with partner agencies to deliver targeted social inclusion grant program.

Comment Completed

DP Action

5.3.2d: Implement Council's Equal Employment Opportunity Policy. (Completed 2018/19)

Status

Completed

Community safety planning Strategy - 5.3.3: Develop an integrated Community Safety Plan to identify the role Council and others can play in helping to make the LGA a safer place

120

DP Action

5.3.3a Implement a Community Safety Plan.

Status

Ongoing

Comment

Community Safety has been incorporated as a key action in Council's Social Justice Charter. The Street Safety Champion program is in development to be piloted in late 2020.

Action Name

Status

Comment

Undertake a Safety Audit of public spaces across the LGA.

Completed

Consult on and develop a Community Safety Plan.

The draft Community Safety Plan was realigned as an action in the Social Justice Charter, to be published in late 2020.

Georges River Council // Annual Report 2019/20

DP Action

5.3.3b Increase community safety awareness with business and residents.

Status

Ongoing

Comment

A program of safety awareness initiatives was implemented in 2019/20, including a partnership campaign with NSW Police promoting emergency service phone numbers. The campaign encouraged residents to report crime through messaging displayed on digital signs around the LGA, distributed to local businesses, and a social media campaign to promote support for drinking in isolation issues. CCTV signage was updated and replaced on cameras around the local area to increase public awareness and improve compliance.

DP Action

5.3.3c Work with the Police Area Command to manage Alcohol Free Zones and Alcohol Prohibited Areas. (Completed 2018/19)

Status

Completed

Children’s services Strategy - 5.3.4: Provide high quality, affordable and economically viable education and care across Council’s children’s services.

DP Action

5.3.4a Implement the 2017-20 Children’s Services Strategic Plan with an emphasis on best practice and family-friendly childcare services.

Status

Completed

Comment

Community Safety has been incorporated as a key action in Council's Social Justice Charter. The Street Safety Champion program is in development to be piloted in late 2020.

Action Name

Status

Establish a 40-place long day care centre in Oatley West

Comment Fit out complete. All resources sourced are hand selected, natural and sustainable. Awaiting full Occupation Certificate.

DP Action

5.3.4b Investigate the feasibility of a 24-hour childcare centre in the Kogarah Health and Research Hub and implement if viable.

Status

Completed

Action Name

Status

Implement the findings of the feasibility study into a 24 hour childcare centre in Kogarah.

Comment Completed

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DP Action

5.3.4c Locate an appropriate site for an occasional childcare service within the Hurstville CBD.

Status

Completed

Action Name

Status

Comment

Establish a 23-place occasional care service within the LGA.

Completed

Undertake a trial study of mixed usage options at Hurstville Early Learning Centre to determine community's needs.

Completed

DP Action

5.3.4d Operate all childcare services with contemporary technology.

Status

Completed

Goal 5.4: Diverse, vibrant community facilities and spaces are connected, well maintained and accessible. Library services Strategy - 5.4.1: Expand the role of libraries as welcoming and inclusive spaces with services, collections and programs that inspire and engage with the community

DP Action

5.4.1a Implement the 2017-2020 Library Strategy to improve service delivery, technology, collections, information services, community engagement and programs.

Status

Completed

Action Name

Status

Develop and implement training modules to maximise staff knowledge of the Libraryâ&#x20AC;&#x2122;s collections and Information Services.

Completed

Develop a Local Studies Marketing and Communication Plan.

Completed

Implement agreed outcomes from the Library Service Delivery Model Review.

Completed

Develop a Collection Management Plan.

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Comment

Georges River Council // Annual Report 2019/20

Collection management procedures have been reviewed and updated. The Collection Management Plan is being drafted and will respond to the principles outlined in the Library Strategy (Libraries 2030).

DP Action

5.4.1b Deliver improvements to library services and facilities to ensure appropriate and effective use of collections and resources.

Status

Progressing

Action Name

Status

Comment

Deliver Media Lab within Hurstville Library.

Completed

Develop a Debt Recovery Plan for library services.

Viability of fines will be reviewed during 2020/21.

Community facilities Strategy - 5.4.2: Collaborate with State agencies, the education sector and neighbouring councils to provide regional level community facilities.

DP Action

5.4.2a Develop a community property portfolio to improve public benefits to residents and local/state agencies and the ongoing sustainability of the property.

Status

Completed

Action Name

Status

Comment

Develop a Joint Use Planning Agreement with the Department of Education.

Completed

Work with local service providers to support women and children who are at risk of, or experiencing, homelessness as a result of domestic violence.

Completed

DP Action

5.4.2b Work with the NSW Government to encourage greater provision of adequate crisis accommodation in the LGA.

Status

Completed

Action Name

Status

Work with the NSW Government to facilitate an increase in crisis accommodation in the LGA for women and children who are at risk of, or experiencing, homelessness as a result of domestic violence.

Comment

Completed

Affordable facilities Strategy - 5.4.3: Provide a range of affordable and accessible facilities for community-based activities.

DP Action

5.4.3a Review and deliver Council's Venue Hire Grants Program in conjunction with the Grants, Donations and Sponsorship Policy.

Status

Completed

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DP Action

5.4.3b Review use of community facilities in conjunction with Community Lease Policy.

Status

Completed

Action Name

Status

Undertake audit of Council-owned community facilities.

Comment Completed

Promoting the Arts Strategy - 5.4.4: Encourage and promote the arts through Council’s cultural facilities including Hurstville Museum and Gallery, Hurstville Entertainment Centre and Carss Park Artists’ Cottage.

DP Action

5.4.4a Implement an annual program of community and cultural programs and events.

Status

Ongoing

Comment

The Georges River Artist in Residence program involved six artists in 2019/20.

Action Name

Status

Comment

Deliver the Artist in Residence Program.

Completed

Investigate a platform to promote cultural activity across the LGA.

Completed

Increase the profile of our cultural facilities through partnerships with key arts organisations.

Completed

Goal 5.5: The community is safe and healthy Regulatory functions Strategy 5.5.1: Conduct Council’s regulatory functions in accordance with legislative requirements.

124

DP Action

5.5.1a Continue to liaise with the NSW Government and relevant stakeholders to keep up-to-date with legislative changes.

Status

Progressing

DP Action

5.5.1b Continue to implement programs relating to food premises, skin penetration premises and regulated systems.

Status

Progressing

Action Name

Status

Comment

Implement the 2019/20 regulatory programs to ensure compliance with the relevant legislation and to address community safety concerns.

Some measures were not met due to the COVID-19 pandemic.

Implement the Get the Site Right Program to manage development site condition compliance.

Completed

Implement the 2019/20 Asbestos Education Program.

Completed

Georges River Council // Annual Report 2019/20

DP Action

5.5.1c Continue to implement Councilâ&#x20AC;&#x2122;s Public Health Programs.

Status

Progressing

Compliance of public space Strategy - 5.5.2: Manage public spaces to ensure legislative compliance and promote a safe and healthy environment for the community

5.5.2a Develop and implement compliance management programs.

5.4.4a Implement an annual program of community and cultural programs and events.

Progressing

Ongoing

Action Name

Status

Continue the Enforcement Strategy requiring the removal of illegal rubbish by the dumper.

Comment Regulatory action for the year - Number of fines issued: 272; Issue value of fines issued: $103,220; Number of notices: 9; Number of warnings: 6. On average 10.5 per cent of all waste dumping incidents were removed by the dumper.

DP Action

5.5.2b Develop and implement a parking education program.

Status

Progressing

Action Name

Status

Implement the 2019/20 School Safety and Education Program.

Comment Completed

DP Action

5.5.2c Develop and implement an animal management education program.

Status

Progressing

Action Name

Status

Implement the 2019/20 Animal Management Education Program.

Comment Completed

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Traffic Signal Box Art Project. Arwork by David Cragg.

126

Georges River Council // Annual Report 2019/20

Mulga artwork on desk dividers in the temporary work space in the Marana Auditorium.

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Statutory information Compliance with Companion Animals Act and Regulation The following section details our statement of activities relating to enforcing the ensuring compliance with the Companion Animals Act 1998 and Regulation. (C 217(1) (f)). Lodgement of pound data returns with the Office of Local Government

COUNCIL SEIZURE ACTIVITY

Cats

Dogs

Total

Seized

497

290

787

497

290

787

Cats

Dogs

Total

From seizures

497

290

787

Dumped

Cats

Dogs

Total

Released to owners

275

297

Euthanised

198

211

Sold

268

305

Released to organisation to re-home

Died at Council facility

Stolen from Council facility

Escaped from Council facility

Returned to owner Transferred to Council’s Facility COUNCIL ANIMAL CARE FACILITY ACTIVITY ANIMALS IN AND ARRIVING AT COUNCIL’S FACILITY Animals in Council’s facility

ANIMAL LEAVING COUNCIL’S FACILITY

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Georges River Council // Annual Report 2019/20

Incidents entered

Attacking dogs

Victims (human and animal)

Commenced

Finalised

Under investigation

Total

STATUS

Funding of companion animal management activities We invested $257,515 on two Companion Animal Management contracts with St George Animal Rescue, which impounds companion animals on our behalf and the impounding facility, Sydney Dogs and Cats Home. Our regulatory functions in relation to Companion Animal Management are conducted by our rangers who also perform other public safety functions. Consequently, direct costs attributable to companion animal management regulatory functions cannot be provided, but are estimated at $219,000.

Community education programs We provide general information relating to legislative requirements and responsible pet ownership though community newsletters, our website and social media. We also provide a free micro-chipping service to low income and disadvantaged members of the community to assist with animal identification. Our rangers also educate members of the community at various leashfree areas as part of their regular patrols.

Alternatives to euthanasia Our contracted animal shelter operated by Sydney Dogs and Cats Home works with approved rescue organisations to expand options available to rehome unclaimed animals. Sydney Dogs and Cats Home maintain an up-to-date website with details of all impounded animals to assist in returning or re-homing impounded animals.

Off leash areas Dog owners have access to nine off-leash dog parks in the LGA, where dogs can run, exercise and socialise leash-free with other dogs and visitors. All off-leash areas include fenced and unfenced areas and are open all year round. Our off-leash areas are in the following parks and reserves: • • • • • • • • •

Arrowsmith Park, Hurstville Carss Bush Park, Carss Park Gannons Park, Peakhurst H.V. Evatt Park, Lugarno Hogben Park, Kogarah Kogarah Park, Carlton Moore Park, Hurstville Grove Moore Reserve, Hurstville Grove Riverwood Park, Riverwood.

Compliance with NSW Carers (Recognition) Act 2010 Our Community Development team facilitates and supports programs for seniors, people with disability, people with mental illness and other members of the community who may be cared for by carers. The team are provided with a copy of the Carers (Recognition) Act 2010 and associated Guidelines and adhere to the principles under the Act.

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Inspection of private swimming pools Details of inspections are recorded below. Inspections Held

Notes

N/A

There are no swimming pools located in tourist and visitor accommodation in the Georges River LGA.

Number of inspections of premises with more than two dwellings.

Three applications received in 2018/2019.

Number of inspections resulting in issuance of a certificate of compliance under S22D of the Swimming Pools Act 1992.

31 inspections resulted in issuance of a certificate of compliance.

Number of inspections resulting in issuance of a certificate of non-compliance under cl21 of the Swimming Pools Regulation 2008.

10 inspections resulted in issuance of a certificate of non-compliance.

REQUIREMENT Number of inspections of tourist and visitor accommodation.

Lunar New Year 2020

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Georges River Council // Annual Report 2019/20

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Georges River Council // Annual Report 2019/20

PILLAR 6

LEADERSHIP AND TRANSPARENCY This pillar is about fostering a culture of professionalism, transparency, accountability and financial responsibility where the community is actively listened to and a part of the decision making process. The goals in this pillar include: Goal 6.1: The community is involved and listened to. Goal 6.2: Open, informed, and transparent decision-making supports the interests of the community. Goal 6.3: Leadership focuses on innovation and improving the customer experience. Goal 6.4: Council’s assets and resources are managed responsibly and with accountability. Goal 6.5: The workforce is inspiring, diverse, and engaged. Goal 6.6: Council has a regional-approach to service delivery and facilities.

Achievements • We expanded payment options for debtors and online DA submissions resulting in online customer access and a reduction in cash and cheques received. • We developed a Georges River Council Revenue Management Policy for public exhibition and Council adoption. • We designed a new Georges River Council rate structure. • We refined the Long-Term Financial Plan to incorporate proposed new projects and programs and to facilitate financially sustainable decisions. • We reviewed and amended financial policies and processes to ensure integrity of controls, efficiency of service and quality financial data, to reduce risk, deliver quality information for business decisions and improve service delivery. Examples included the hardship and debt management process development and implementation.

• We reduced the projected operating deficit for 2020/21 by reducing non-essential programs. • We implemented a new Procurement Policy. • We established reporting dashboards to help measure our performance against key performance indicators. • We delivered Georges River 2050 – Leading for Change Strategy, an aspirational future focused strategy promoting transformational projects. • We delivered the Georges River Reputation Strategy, which was the first time we sought to understand the perceptions of others and what we need to do to positively change those perceptions. • We successfully increased our profile with State agencies and peak bodies such as Greater Sydney Commission and the Committee for Sydney, and established new alliances and partnerships. This is improving our reputation as an influential Council. The recently adopted River Rail advocacy document demonstrated that we can influence large-scale metropolitan city building decisions. • Customer Experience Improvement Program Phase 2 commenced in July 2019 as a monthly benchmarking and measurement program of the customer experience across all channels (face-toface, phone, email, social media, and webchat). The program focuses on improving the quality of service and consistency by staff in their interactions with customers. The focus areas this year have been on the way Council staff introduce themselves to customers and complete a phone, electronic or face to face interaction with a customer to ensure industry best practice and improve customer satisfaction. Over the past 12 months there has been a significant improvement from a rating of 53 per cent in July/ August 2019 to a rating of 62 per cent by June 2020, placing Georges River Council from slightly below the median in July/August 2019 to top 10 when compared with 44 other participating councils across Australia in the benchmarking program. • Penshurst Long Day Care was nominated for Excellence in Programming with a focus on Sustainability with the Early Childhood Education and Care Awards.

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• Children’s Services completed the third year of the Children’s Services Strategic Plan implementing initiatives both internally in the service and externally with community connections. All centres have established new intergenerational relationships with local nursing homes and have embedded pathways for transition to school with local public and catholic schools. • Children’s Services applied for and received Quality Learning Environment Grants for all six services. These grants have enhanced the physical environments at the centre. • Children’s Services developed a Reconciliation Action Plan. • The creation and development of the Children’s Services Model Review with consultants informed execution of a one to five-year plan through a new Children’s Services Strategy. • We delivered the TRUE Women high school leadership program, a genuine collaboration between councillors, staff, and community organisations to deliver the leadership development program for 100 students from six public high schools. • We gained recognition through Local Government Professionals awards for Innovation in Leadership and Management which supports our Employer Value Proposition in attracting top talent to build and maintain a highly skilled and engaged workforce, promoting positive leadership for our community. • We implemented a new Human Resource Information System (HRIS) to address inefficiencies such as manual data management, inaccurate information particularly in payroll processing and integration inefficiencies. • A business continuity scenario training exercise was held with the crisis management team in September 2019. A Business Continuity Plan was activated on 9 March 2020 and in consultation with our risk insurer, Jardine Lloyd Thompson, a facilitated workshop was held with stakeholders to ensure readiness to operate during the pandemic and identification and reduction of risks. • An updated Enterprise Risk Management Policy was adopted in June 2020, including the consolidation of all risk registers across council by directorate with respect to streamlining strategic, operational and fraud related events • We achieved improved risk assessment processes and safety systems at work, through an increase in positive safety reporting, a reduction in workplace injuries and a reduction in the costs associated with

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Georges River Council // Annual Report 2019/20

workers’ compensation claims. This has assisted us in achieving a premium reduction of more than $1 million since 2016/2017, which is forecast to continue into 2020/21. • An updated Public Interest Disclosures Reporting Policy was adopted by Council in June 2020.

Summary of performance against indicators 2018/19 Target

2016/17 Actual

2017/18 Actual

2018/19 Actual

2019/20 Actual

Annual nett litigation costs $843,000 managed to $1.5m budget

<$1,500,000

$534,577

$1,175,078

$983,113

$1,269,024

Percentage of legal cases determined in accordance with councilâ&#x20AC;&#x2122;s corporate and strategic objectives including successful prosecutions (convictions) and/or fines for major environmental offences, including tree breaches

100%

>75%

100%

Attempted resolution of Class 1 merit appeals by way of alternative dispute resolution such as s34 conciliation and wherever possible and appropriate

100%

Percentage of satisfied Your Say Georges River Panel members with engagement on Council projects

New measure

>75%

N/A

62%

75%

Council decisions made at meetings closed to the public

<25%

10.9%

2.52%

Although some matters were closed confidential session, all decisions recommender in closed session are confirmed in open session as the same meeting.

Percentage of food premises inspected annually

100%

77%

Percentage of school safety zones patrolled annually

New measure

100%

Increased interaction with council meetings including average number of speakers, public attendees and uptake of live streaming of Council Meetings and Committees of Council

7 speakers, 42 attendees 15 live streams

>2 speakers 4 speakers >10 attendees 15 attendees 50 live streams

7 speakers 42 attendees 15 live streams

53 speakers 50 attendees 32 live streams

Measure

Baseline

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136

Measure

Baseline

2018/19 Target

2016/17 Actual

2017/18 Actual

2018/19 Actual

2019/20 Actual

Percentage of customer requests completed within agreed times

64%

80%

44%

61%

71%

84%

Percentage of correspondence responded to within 14 days

82%

>80%

67%

85%

87%

88%

Percentage of complaints completed within agreed times

67%

90%

13%

86%

91%

95%

Percentage compliance with statutory and legislative reporting requirements (OLG Compliance Calendar)

100%

Percentage of customers satisfied with the overall experience with their customer requests to Council

78.7%

80%

66%

76%

81%

74%

Customer satisfaction with face-to-face interaction at the Customer Service Centre

New measure

80%

N/A

80%

90%

Actual year-todate income is no more than 5% under the year-to-date approved budget

8% under budget

<5% under budget

26.6% above budget

1.8% above budget

5% above budget

7.5%

Actual year-to-date expenditure is no more than 5% over the year-todate approved budget

12% under budget

<5% over budget

7.7% above budget

4.5% below budget

2.76%

-5.1%

Investment portfolio returns for the past 12 months exceeding industry benchmark as disclosed by CPG

3.39% - 1.64% above benchmark

Benchmark exceeded

3.41% -1.59% above performance index

2.91% 1.13% above performance index

2.76%

1.9% 1.05% above benchmark

Percentage outstanding rates, annual charges, interest and extra charges

2.7%

<5%

3.1%

3.2%

3.52%

Georges River Council // Annual Report 2019/20

In 2020/21 we will … • Create and implement engagement communication plans for major projects. • Continue Meet Your Ward Councillor Open Days. • Continue to implement Professional Development Program for councillors. • Implement Innovation Strategy. • Complete development of promotional video highlighting how customers can communicate with council. • Continue work on the City Marketing Strategy. • Complete the Night Time Economy Study. • Submit new Georges River Council Rate Structure to IPART. • Submit Special Rate Variation request to IPART. • Complete development of new payment process for online lodgement. • Planning for 2021 Local Government Elections.

Georges River Council Customer Service staff.

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Progress against 1 Year Operational Plan Items

ProgressComplete against one-year Operational Plan items

1% 1.5%

Not Started Complete

track NotOn started

25%

On track

Behind schedule

Cancelled Cancelled

Ongoing

67%

Carry over OnCarry hold over

On hold

Three-year Delivery Program and one-year Operational Plan projects Three-year Delivery Program projects

Complete

Not started

On track

Behind schedule

Cancelled

Ongoing

On hold

Behind schedule

Cancelled

Ongoing

On hold

One-year Operational Plan projects

Complete

Not started

ANNUAL REPORT 2019/20

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Georges River Council // Annual Report 2019/20

Page 133

The tables below highlight how each of our projects are progressing: Goal 6.1: The community is involved and listened to Community consultation Strategy - 6.1.1: Actively implement the Community Engagement Policy and Strategy, providing a consistent and best practice approach to engagement across all Council functions.

DP Action

6.1.1a Review performance indicators and data with internal and external stakeholders to ensure data contributes to continuous improvement.

Status

Progressing

DP Action

6.1.1b Embed our Community Engagement Strategy as an overarching process for all Council engagement activity.

Status

Progressing

Action Name

Status

Comment

Implement changes to Your Say following feedback from the Your Say Satisfaction Survey.

Community Satisfaction and Wellness Survey by Micromex Research conducted in March 2020.

Deliver training to relevant staff concerning updates to the Community Engagement Strategy.

Staff had one-on-one training with Council’s Community Engagement Officer on an as required basis for projects.

DP Action

6.1.1c Develop and build a brand and identity for the LGA.

Status

Progressing

DP Action

5.1.1d Build stronger relationships with local businesses, industries and state agencies to maximise sponsorship of local events.

Status

Completed

Engagement mechanisms Strategy - 6.1.2: Use of online, social media and other communication channels, including Your Say Georges River.

DP Action

6.1.2a Increase the range of community engagement activities on Council’s website.

Status

Progressing

Action Name

Status

Deliver drop in sessions and toolbox talks to encourage staff to increase the range and type of activities on Your Say.

Comment Completed

DP Action

6.1.2b Broaden the range of Council and community issues referred for feedback to Council’s Your Say Georges River Panel.

Status

Progressing

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OUR PERFORMANCE

DP Action

6.1.2c Develop comprehensive communication plans for Council’s projects, programs and initiatives.

Status

Progressing

Action Name

Status

Create and implement an Engagement Communication Plan for major projects where Council is seeking community engagement in 2019/20 including use of print media and traditional marketing methods.

Comment

Engagement Communication Plans implemented for Council’s major projects.

Performance reporting Strategy - 6.1.3: Publicly and regularly report on our performance against strategic, financial and operational plans

DP Action

6.1.3a Comply with all requirements of Integrated Planning and Reporting legislation, including progress reports for the Community Strategic Plan, Delivery Program and Operational Plan.

Status

Progressing

Action Name

Status

Create interactive PDF and videos where appropriate to share Council’s progress against the Community Strategic Plan, Delivery Program and Operational Plan.

Pre-Council meeting video prepared and presented prior to all Council meetings.

DP Action

6.1.3b Develop an Annual Community Consultation Progress report.

Status

Completed

Action Name

Status

Create an Annual Community Consultation Progress report.

140

Comment

Comment Completed

DP Action

6.1.3c Advocate to the Office of Local Government for timely benchmarking across councils.

Status

Ongoing

Comment

All Integrated Planning and Reporting requirements for the 2019/20 year have been met including publishing an End of Year Report, Half Yearly Report, Annual Report and Producing the Delivery Program, Resourcing Strategy and Operational Plan.

Georges River Council // Annual Report 2019/20

Goal 6.2: Open, informed and transparent decision-making supports the interests of the community Transparent communication Strategy - 6.2.1: Make all reports to Council Meetings public wherever possible under the Local Government Act 1993 or provide open and closed reports where necessary.

DP Action

6.2.1a Investigate the feasibility of 'Meet your Ward Councillors' sessions.

Status

Behind Schedule

Comment

Meet Your Ward Councillorsâ&#x20AC;&#x2122; Open Days for 2020 were cancelled with the exception of Blakehurst Ward being held on 22 February 2020.

Action Name

Status

Comment

Produce a feasibility report on the Meet Your Ward Councillor sessions.

Meet Your Ward Councillor Open Day for Blakehurst Ward held on 22 February 2020.

Provide fact sheets at each Council meeting to inform the community on the reasons for confidential Council reports.

Completed

DP Action

6.2.1b Utilise webcasting to improve access to information from Council meetings.

Status

Ongoing

Comment

This occurs prior to the closure of every Council meeting. This work is ongoing.

Action Name

Status

Webcast resolutions from any items considered in closed sessions.

Comment Completed

Risk management Strategy - 6.2.2: Undertake effective risk management to provide greater certainty and security over the management of Council resources and services.

DP Action

6.2.2a Annually review Councilâ&#x20AC;&#x2122;s enterprise and operational risks.

Status

Completed

Action Name

Status

Comment

Continue to implement training and awareness programs in risk management, procurement and fraud control.

Completed

Review and report on the Governance Framework status to the Audit, Risk and Improvement Committee.

Completed

A leading, people-focused organisation delivering outstanding results for our community and city

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OUR PERFORMANCE

Procurement Strategy - 6.2.3: Ensure procurement policies and practices demonstrate best practice in probity assurance and legislative compliance.

.DP Action

6.2.3a Continuously improve Procurement Policy and practice through the Local Government Procurement Program.

Status

Completed

Action Name

Status

Implement recommendations from the procurement audit.

Comment Completed

Timely provision of information Strategy - 6.2.4: Provide timely access to Council information, in accordance with legislation, policy, public interest considerations, proactive disclosure and the respect for individual privacy.

DP Action

6.2.4a Maintain online public registers as required under the Government Information (Public Access) Act 2009 (GIPA) including contracts, gifts, and benefits and Councillor disclosures of interest returns (Section 449 of the LG Act).

Status

Completed

Action Name

Status

Continue to implement a training and awareness program for Code of Conduct and Public Interest Disclosure matters.

142

Comment Completed

DP Action

6.2.4b Maintain online records of Council and Committee papers and minutes, donations and sponsorships, and Councillor expenses.

Status

Ongoing

Comment

Achieved, this occurs after each meeting.

DP Action

6.2.4c Report annually to the Office of Local Government and the NSW Ombudsman on Code of Conduct and Public Interest Disclosure matters.

Status

Completed

Georges River Council // Annual Report 2019/20

Audit responsibilities Strategy - 6.2.5: Use the Audit, Risk and Improvement Committee to independently advise Council on good governance, audit matters, business improvement and risk management controls.

DP Action

6.2.5a Support the Audit, Risk, and Improvement Committee to fulfil its responsibilities under the Local Government Act 1993.

Status

Progressing

Action Name

Status

Comment

Ensure the Audit, Risk and Improvement Committee is run according to the Council-adopted charter, including quarterly meetings.

Completed

Recruit for the outgoing member of the Audit, Risk, and Improvement Committee.

Completed

Implement any mandatory internal audit guidelines issued by the Office of Local Government.

Completed

DP Action

6.2.5b Prepare and implement a three-year risk-based Audit Plan.

Status

Progressing

Action Name

Status

Monitor and report on progress against the Audit Plan.

Comment Completed

DP Action

6.2.5c Liaise with the Office of Local Government regarding internal audit guidelines and adopt as required.

Status

Progressing

Councillor role Strategy - 6.2.6: Ensure compliance with Section 232(1) of the Local Government Act 1993 and processes adopted in Council policies.

DP Action

6.2.6a Implement a Councillor training program to improve decision making, facilitate better communication with the local community and assist Councillors to acquire and maintain the skills needed to perform their role.

Status

Ongoing

Comment

The COVID-19 pandemic resulted in 2019/20 being a difficult year for Councillors to achieve the 12 hours of training.

Action Name

Status

Implement a Professional Development Program for Councillors to ensure a minimum of 12 hours of skills development training is offered to each Councillor.

Comment The COVID-19 pandemic resulted in 2019/20 being a difficult year for Councillors to achieve the 12 hours of training. However, Councillors are encouraged to apply for appropriate training opportunities throughout the year.

A leading, people-focused organisation delivering outstanding results for our community and city

143

OUR PERFORMANCE

Goal 6.3: Leadership focuses on innovation and improving the customer experience Customer Service Strategy - 6.3.1: Meet customer service commitments that aim to make it easy to do business with Council and create systems and a culture that support positive customer experiences.

DP Action

6.3.1a Expand online services and payment options, including mobile applications, public Wi-Fi, and self-service kiosks.

Status

Completed

Action Name

Status

Promote online payment options to customers.

Completed

Assess and review the use of Self Service Kiosks.

Completed

Assess the upgrade of the Customer Relationship Management System.

Completed

DP Action

6.3.1b Increase automation of processes to increase efficiencies.

Status

Completed

DP Action

6.3.1c Improve the DA lodgement processes and pre-lodgement advice, including new NSW Department of Planning, Industry and Environment guidelines.

Status

Ongoing

Comment

Processes and procedures are being reviewed, refined, and improved regularly on an ongoing basis.

Action Name

Status

Implement and review the new changes to pre-lodgement services.

144

Comment

Comment Completed

DP Action

6.3.1d Improve consistency and reliability of service across all customer contact channels.

Status

Ongoing

Comment

Council's Customer Experience Improvement Program Phase 2 commenced in July 2019 as a monthly benchmarking and measurement program of Council's customer experience across all channels (face-toface, phone, email, social media and webchat).

Action Name

Status

Comment

Develop promotional videos highlighting how customers can communicate with Council.

Promotional video is currently in development, delays due to in-house resourcing.

Review the internal reporting that reflects customer response times and officer accountability.

Completed

Review and assess the use of call back option.

Completed

Georges River Council // Annual Report 2019/20

Continuous improvement Strategy - 6.3.2: Demonstrate a culture of continuous improvement and effective governance throughout Council services

DP Action

6.3.2a Advocate a comprehensive performance program for all Councils with OLG, in partnership with LG Professionals.

Status

Not Progressing

Comment

Council continues to support other merged Councils through their Service Delivery Review process.

Action Name

Status

Implement a consistent project management methodology with overarching reporting for consistency and service delivery

Comment Due to competing priorities and resource restrictions this project has not commenced

DP Action

6.3.2b Establish Councilâ&#x20AC;&#x2122;s reputation as a leading local government organisation.

Status

Completed

Action Name

Status

Develop strategic partnerships to influence key government policy and bring investment to the LGA.

Comment Completed

DP Action

6.3.2c Implement an Innovation Strategy to provide a strategic approach to improvements to customer service, service delivery and performance improvement.

Status

Progressing

Action Name

Status

Implement the Innovation Strategy.

Comment The Draft Innovation Strategy was on public exhibition during June 2020. The implementation of the Strategy has commenced with a 12 month program focused on building a culture of innovation and developing an Innovation Network.

A leading, people-focused organisation delivering outstanding results for our community and city

145

OUR PERFORMANCE

DP Action

6.3.2d Implement the Digital Strategy.

Status

Completed

Action Name

Status

Comment

Deliver Childrenâ&#x20AC;&#x2122;s Services Technology Upgrade Plan.

Completed

Support Library Technology Innovation Strategy.

Completed

Establish e-planning technology framework.

Completed

Implement digital initiatives for the Customer Experience Program.

Completed

Deliver Works, Assets and Mobility program.

Completed

Educate customers and community to raise awareness of cyber security.

Completed

Implement Audit recommendations.

Completed

DP Action

6.3.2e Raise awareness for cyber security.

Status

Completed

Action Name

Status

Implement procedures in line with NSW Cyber Security Policy.

Comment Completed

Strategy and innovation Strategy - 6.3.3: Increase the status, influence, reputation and brand of GRC and its LGA through a greater focus on innovation and advocacy

146

DP Action

6.3.3a Prepare a 30-year City Vision and City Reputation Strategy, incorporating a strong, well-communicated external presence and brand.

Status

Completed

Action Name

Status

Comment

Prepare a 30-year City Vision and City Reputation Strategy.

Completed

Implement key projects from the Georges River Vision 2050.

Completed

Create and promote an investment prospectus which targets both large industry and small business.

The Kogarah Investment Attraction Strategy was endorsed by Council on 25 November 2019.

Georges River Council // Annual Report 2019/20

DP Action

6.3.3b Maximise the potential of the Kogarah Health and Research Hub.

Status

Progressing

Action Name

Status

Comment

Target key government agencies and industries to grow the Kogarah Health and Research Hub.

Completed

Cultivate the night time economy of Kogarah to support health sector workers, students, and local business.

The Night Time Economy Study is postponed until September 2020 and will be developed to help the City recover from the COVID-19 pandemic.

Implement actions from the Greater Sydney Commission Kogarah Place Strategy.

Completed

DP Action

6.3.3c Build the cultural identity of Hurstville CBD as the Heart of the City.

Status

Progressing

Action Name

Status

Comment

Implement a program of robust place activation in Hurstville.

Completed

Implement key projects from the Georges River Vision 2050.

Completed

DP Action

6.3.3d Develop an advocacy strategy that identifies how Council can influence government policy and secure government investment in the LGA.

Status

Progressing

DP Action

6.3.3e Commence implementation of the Cool Places: Urban Oasis project in key town centres.

Status

Completed

DP Action

6.3.3f Increase the status, influence, reputation, and brand of Council and its LGA through a greater focus on innovation and advocacy.

Status

Behind schedule

Comment

The Venues and Facilities Management Service Review commenced in February 2020 and was put on hold due to the COVID-19 pandemic.

A leading, people-focused organisation delivering outstanding results for our community and city

147

OUR PERFORMANCE

Goal 6.4 â&#x20AC;&#x201C; Councilâ&#x20AC;&#x2122;s assets and resources are managed responsibly and with accountability Asset Management Strategy - 6.4.1: Implement asset management plans to maintain infrastructure assets in a safe and functional standard, meeting current and future community needs

DP Action

6.4.1a Consult with the community about the service standards for Council assets, including asset maintenance funding in the context of Councilâ&#x20AC;&#x2122;s overall budget imperatives, and use this to inform a review of asset ownership and maintenance standards.

Status

Ongoing

Comment

Asset Management Strategy completed and presented for inclusion in the Resourcing Strategy including updated information on community service levels, latest footpath, and road asset information.

Action Name

Status

Update Asset Management Plan, for Road and Footpath assets classes based on full network data capture.

Completed

Provide maintenance and renewal programs for building asset class based on contractor asset inspections.

Completed

DP Action

6.4.1b Implement the GRC Depot Master Plan including closure of the Carlton Depot and rehabilitation of the Hurstville Road quarry depot site.

Status

Not Progressing

Comment

No action taken at this time.

Action Name

Status

Develop a funding strategy to consolidate the GRC depot sites in accordance with the GRC Depot Master Plan.

148

Comment

Georges River Council // Annual Report 2019/20

Comment Completed

Financial Strength Strategy - 6.4.2: Maintain a sustainably strong financial position, balanced with demand for essential services and new projects, and having regard for Section 8B(d) (ii) of the Local Government Act (the current generation funds the cost of its services)

DP Action

6.4.2a Continually align the Long-Term Financial Plan within the context of Council and Integrated Planning and Reporting documents.

Status

Completed

Comment

Asset Management Strategy completed and presented for inclusion in the Resourcing Strategy including updated information on community service levels, latest footpath, and road asset information.

Action Name

Status

Comment

Refine the Long-Term Financial Plan to incorporate proposed new projects and programs and to facilitate financially sustainable decisions.

Completed

Incorporate the review of Councilâ&#x20AC;&#x2122;s Asset Management Plan (6.4.1.a), including asset life, depreciation and maintenance costs, into Councilâ&#x20AC;&#x2122;s Long-Term Financial Plan.

Completed

DP Action

6.4.2b Develop a rating structure for the LGA by June 2020.

Status

Completed

Action Name

Status

Comment

Engage with community on a new Georges River Council rating structure.

Completed

Submit a proposed new Georges River Council rate structure to the Independent Pricing and Regulatory Tribunal.

All actions were completed with the application prepared and reports to Council delivered. Council decided to defer on 10 February 2020. Further workshops scheduled in August 2020 and September 2020.

Submit a Georges River Council Special Rate Variation request to the Independent Pricing and Regulatory Tribunal.

All actions were completed with the application prepared and reports to Council delivered. Council decided to defer on 10 February 2020. Further workshops scheduled in August 2020 and September 2020.

DP Action

6.4.2c Continue to review financial policies and processes to ensure integrity of controls, efficiency of service and quality financial data, to reduce risk, deliver quality information for business decisions and improve service delivery.

Status

Completed

Action Name

Status

Comment

Develop a Georges River Council Revenue Management Policy for public exhibition and Council adoption.

Completed

Expand payment options for all revenue activities to minimise risks and costs associated with cash and cheque management.

BPay set up for debtors. New payment process for online lodgement is in development.

A leading, people-focused organisation delivering outstanding results for our community and city

149

OUR PERFORMANCE

Property management Strategy - 6.4.3: Actively manage Councilâ&#x20AC;&#x2122;s property portfolio to maximise returns on investment in community assets and programs.

DP Action

6.4.3a Plan for and implement a purchasing program for property requiring compulsory acquisition in the comprehensive LEP.

Status

Progressing

Action Name

Status

Redevelop Sans Souci Bathers' Pavilion to provide commercial leasing opportunity.

Financial feasibility currently being undertaken in relation to construction costs associated with future cafĂŠ and public facilities, to determine direction for future commercial leasing opportunity subject to the community provisions in the Local Government Act 1993 and the Crown Land Management Act 2016.

DP Action

6.4.3b Complete Planning Proposals for the Hurstville Civic Centre precinct.

Status

Progressing

Action Name

Status

Comment

Develop Master Plan for Sans Souci Park.

No funding available in 2019/20 Budget.

Develop Plan of Management for Sans Souci Park.

No funding available in 2019/20 Budget.

The Brief has been prepared and if funding is granted in FY2020/21 then the project can commence.

Progress Planning Proposals for planned Council developments. Implement leasing management system.

Council resolved on 11 May 2020 to submit Planning Proposal to Department of Planning, Industry and Environment.

DP Action

6.4.3c Progress all statutory property matters in a timely manner.

Status

Completed

Action Name

Status

Implement outdoor dining and footway trading application management system.

150

Comment

Georges River Council // Annual Report 2019/20

Comment Input of data in to Tech1 Module ongoing. Amendments required in data management system due the COVID-19 pandemic and the Council's resolution to aid pursuant to the ESRP

Goal 6.5: The workforce is inspiring, diverse and engaged. Workforce planning and performance Strategy - 6.5.1: Implement leading people practices to create a high performing, capable and resilient workforce

DP Action

6.5.1a Implement the GRC Workforce Plan

Status

Progressing

Action Name

Status

Implement a new Human Resource Information System (HRIS).

Comment Completed

Implement the Diversity and Inclusion Program.

Completed

Streamline recruitment processes for easier candidate selection and onboarding.

HROnboard Implementation Phase 3 Testing Complete. HRO is Live Phase 4: integration with ichris to commence August 2020.

DP Action

6.5.1b Implement Performance Excellence and People Capability Strategies and Programs.

Status

Completed

DP Action

6.5.1c Implement a Work Health and Safety System to support a well and safe workplace.

Status

Completed

Action Name

Status

Evaluate Work, Health and Safety (WH&S) procedures and implement effective controls to manage WH&S risks. (Manager Governance and Risk)

Comment

Completed

Goal 6.6: Council has a regional-approach to service delivery and facilities. Regional planning Strategy - 6.6.1: Plan for regional-level services and facilities and share information across State agencies and neighbouring councils.

DP Action

6.6.1a Develop long-term regional plans with neighbouring councils to facilitate major projects with long-term delivery timeframes.

Status

Progressing

Action Name

Status

Develop strategic partnerships to influence key government policy and bring investment to the LGA.

Comment Cancelled - as stated in 2019/20 half-yearly progress report

A leading, people-focused organisation delivering outstanding results for our community and city

151

OUR PERFORMANCE

152

DP Action

6.6.1b Develop an engagement program for services and facilities where regional collaboration would assist in their delivery, including those identified in the Open Space, Recreation and Community Facilities Strategy.

Status

Progressing

DP Action

6.6.1c Work with State agencies to identify funding opportunities across all tiers of government.

Status

Completed

Georges River Council // Annual Report 2019/20

Statutory information Rates and charges written off (2019/20) Description

Amount

1 Mandatory Pensioner Rebate - Rates and Domestic Waste Charges

$1,800,045

Georges River Council Voluntary Pensioner Rebate - Rates and Domestic Waste Charges

$1,072,465

Rateable to Non Rateable

$66,388

General Abandonments

$0.13

Postponed Rates

$0.00

Postponed Rates Interest Charges

$0.00

TOTAL

$2,938,898

1 Mandatory Pensioner Rebate - Rates and Domestic Waste Charges

$1,800,045

Council Reimbursed Pensioner Subsidy

$996,928

Net Cost of Mandatory Rebate to Council

$803,117

Special Rate Variation expenditure During the period ended 30 June 2020, Georges River Council had a Special Rate Variation (SRV) in place, which was approved prior to the amalgamation.

Special Rate Variation - Hurstville Following an application from Council the Minister for Local Government determined on 26 June 2006, that 'in pursuance of Section 508 (2) of the Local Government Act 1993", the percentage by which Hurstville City Council may increase its general income for 2006/2007 is 9.95 per cent above that for 2005/2006". The approval included an SRV of 6.35 per cent applicable for 15 years. The SRV was applied to the infrastructure maintenance and renewal program, Infrastructure Plus. The SRV expires on 1 July 2021, resulting in a reduction of $2,300,950 to Councilâ&#x20AC;&#x2122;s annual rate income. Since its commencement the total Infrastructure Plus income collected is $26,898,119 and expenditure to 2019/20 is $26,722,202. An amount of $175,917 was unspent and transferred to a reserve for expenditure in the following year. 2019/20 Programs

Expenditure

Road Resheet

$650,000

Parks

$659,462

Footpath maintenance

$227,245

Buildings

$726,830

Town Centre upgrades

$133,542

TOTAL

$2,397,079

A leading, people-focused organisation delivering outstanding results for our community and city

153

OUR PERFORMANCE

Capital expenditure Our Capital Works projects are included in our Financial Statements. Contracts Awarded more than $150,000 (inclusive of GST) From 1.07.2019 – 30.06.2020 No. 01 02 03

04 05 06

07 08 09

154

Nature of Service Q19/073 – Cloud disaster Recovery and Data Protection T18/063 - Refurbishment of Riverwood Park Sports Amenities Building T19/006 - Netstrata Jubilee Stadium Catering and Hospitality Services T19/003 - Construction of New Amenities at Kempt Field T19/014 - Beverly Hills Park Resurfacing, Irrigation T19/015 - Old Park Oval 2 Resurfacing, Irrigation Installation and Drainage Design and Construction Q19/157 - Georges River Council DCP - Stage 3 (Residential) Q19/306 – Data, Electrical and Communication Q19/347 - Gannons Park Turf Supply

T18/058 - Ecological Restoration Work Georges River Council

T18/043 – Minor Building Works

T19/002 – Locksmith Maintenance Services

Name of Contractor

Total Amount Payable (Incl. GST)

Payment Type

Hitech Support Pty Ltd

$198,651

LGP Vendor Panel

Matrix Group Co Pty Ltd

$890,906

Contract

Venues Live as agent for Venues New South Wales

$666,600

Three-year contract

Homann Constructions Pty Ltd

$385,000

Contract

Neverstop Irrigation Pty Ltd

$1,121,168

Contract

Never Stop Irrigation Pty Ltd

$801,534

Contract

SJB Planning

$459,789

Contract

Mitsubishi Video Screen Installation

$717,924

GM Exempt

Dad and Dave's Turf

$578,652

GM Exempt

$429,000 + Schedule of Rates

Three-year contract

$600,000 + Schedule of Rates

Three-year contract

$400,000

Three-year contract

Dragonfly Environmental P/L Toolijooa Hills Bushcare Creatures of Habitat Total Earth Care Pty Ltd Marc Stettner (Sole Trader) T/As Apunga Ecological Management John Allison t/a Native Gardener (Reserve 1) Bush-it Pty Ltd (Reserve 2) Cooper Commercial Construction Pty Ltd Jag Building Bricklaying Pty Ltd ProGroup Management Pty Ltd Andrik Construction Pty Ltd Sullivans Construction St George Locksmiths

Georges River Council // Annual Report 2019/20

No.

Nature of Service

Q19/310 - 2019/20 Road Resheeting Program

14 15 16 17 18 19 20 21

24 25

T19/010 - Gannons Park Sporting Amenities Block Q19/329 - Design and Construction of Penshurst Park Inclusive Adventure Playground Q19/259 – Strategic Transport Strategy T19/018 - Management Agreement: Synthetic Sports Fields Q19/432 - Advertising and media / Jubilee Oval Management Q19/431 - Dover Park East Gangway Extension Design and Construct T19/005 – Const/ of Poulton Park Sporting Amenities Building T19/017 - The Construction of Stage 2 Penshurst Park Sporting Hub Q20/063 - Sound System Design and Installation Jubilee Stadium T19/013 – The Construction of the Oatley Park Oval Sporting Amenities Block Q19/411 - Salt Pan Creek Metropolitan Greenspace - Spatial Framework Development Q20/072 – Carpark Resheeting 2019/20

Bitupave LTD TA Boral Asphalt NA Group

Total Amount Payable (Incl. GST) $935,102 $2,476,129

LGP Contract OLGP213-2

Lanskey Constructions

$1,988,800

Contract

Creative Recreation Solutions Pty Ltd

$659,979

LGP Contract LGP308-3

Cardno NSW ACT Pty Ltd

$260,854

St Georges Football Association (Peakhurst Park and Poulton Park Courts)

GRC Contract T16/020

$379,500

Three-year contract

QMS Sport

$600,000

GM Exempt

Bellingham Marine Australia

$176,990

Contract

Matrix Group Co Pty Ltd

$699,793

Contract

Project Coordination Pty Ltd

$13,510,938

Contract

$235,785

Contract + five years Bi-Annual visits @ $16,350 + GST

Name of Contractor

PA People Pty Ltd

Payment Type

JAG Building and Bricklaying Pty Ltd $776,666

Contract

Aspect Studios Pty Ltd

$216,088

Contract

Downer

$150,281

LGP Vendor Panel

A leading, people-focused organisation delivering outstanding results for our community and city

155

OUR PERFORMANCE

Information requests under GIPA In accordance with section 125(1) of the Government Information (Public Access) Act 2009 (GIPA Act), we are required to prepare an annual report of our compliance with obligations under the Act. Schedule 2 of the Act outlines the annual reporting requirements for capturing statistical information, and is to be used as the framework for this report.

Review of proactive release program – Clause 7(a) Under section 7(3) of the Act, NSW agencies must annually review their programs for the proactive release of government information. This review was undertaken by examining what information is already being made available to the public as well as observing the types of information requested under both informal and formal requests for information. Staff also considered current matters that we are involved in or that could be considered of interest to the public. Our website continues to provide timely reporting on current matters. Our website also includes information on the status of development applications with details about new applications and those that have recently been determined via our DA tracking system. Governance staff continued to monitor trends in informal requests for information for documents that could be more efficiently disclosed proactively. Despite the high number of informal requests received, the same information is rarely sought by a number of different members of the public. Following the review, it was determined that the proactive release of information to the is considered appropriate at this time.

Number of access applications received – GIPA Regulation – Clause 8(b) During the reporting period, we received 40 formal access applications (including withdrawn applications but not including invalid applications).

Gannons Park.

156

Georges River Council // Annual Report 2019/20

Access granted in full

Access granted in part

Access refused in full

Information not held

Information already available

Refuse to deal with application

Refuse to confirm/deny whether Information is held

Application withdrawn

Total

% of Total

Number of refused applications for Schedule 1 information â&#x20AC;&#x201C; GIPA Regulation â&#x20AC;&#x201C; Clause 8(c)

Media

Members of Parliament

Private sector business

43%

Members of the public (other)

49%

Total

34%

54%

During the reporting period, we refused one formal access application in whole because the application was for the disclosure of information referred to in Schedule 1 of the Act. Table A: Number of applications by type of applicant and outcome*

Not for profit organisations or community groups Members of the public (by legal representative)

% of Total

A leading, people-focused organisation delivering outstanding results for our community and city

157

OUR PERFORMANCE

Made by public official performing their day-to-day functions

Under a statutory or other legal obligation

All other PIDs

Public Interest Disclosures (PID)

Number of public officials who made public interest disclosures to Council

Number of public interest disclosures received by your Council

The following information fulfils our statutory reporting requirements as stipulated by the Public Interest Disclosures Act 1994. There have bee n two Public Interest Disclosures made to Council in 2019/20 as follows:

Of the public interest disclosures received, how many were primarily about:

158

Corrupt conduct

Maladministration

Serious and substantial waste

Government information contravention

Number of public interest disclosures received since 1 July 2019 that have been finalised in this reporting period

Have you established an internal reporting policy?

Yes

Has the head of Council met their staff awareness obligations?

Yes

Georges River Council // Annual Report 2019/20

Legal proceedings cost Amounts incurred by Council in relation to legal proceedings taken by or against us (including amounts, costs and expenses paid or received by way of out-of-court settlements, other than those the terms of which are not to be disclosed) and a summary of the state of progress of each legal proceeding and (if it has been finalised) the result follows:

Legal Costs 2019/20 The Legal Costs indicated below exclude staff time: Development and Building

$1,075,484

Proceedings and Advice Environmental, Regulatory, Waste and Compliance

$238,587

Proceedings and Advice Property

$157,673

Relates to property Acquisitions, Commercial and Venue Hire Lease Arrangements and Strategic Property (individual cases not disclosed) Governance

$115,013

Advice Other Legal Costs

$322,513

Related to general legal costs not covered in the above (including HR, Executive Services, Project Delivery) Total

$1,909,270

Legal Costs Recovered Rates

($164,547)

Development and Building

($376,540)

Other

($4,091)

Total

($545,178)

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State of progress pursuant to clause 217 (1) (a3) Local Government (General) Regulation 2005 Applicant/proceedings number/ Property address

Status at 30/6/2020

Class 1 Appeal against deemed refusal of DA2018/0139 for the demolition of existing structures and construction of a 12/13 storey mixed use development comprising a residential flat building with 74 apartments over ground floor retail, basement car parking and landscaping.

Matter listed for hearing on 29 to 31 July and 1 August 2019. S34 Completed Agreement entered into. S8.15(3) costs paid in the amount of $70,000.

Local Court prosecution regarding failure to answer Notice to Provide Information.

Matter listed for plea/mention on 24 September 2019. Defendant ordered to pay $3,000 fine and Completed $1,200 costs however annulment application lodged and proceedings withdrawn.

Defendant: Jiongyao Lin and L Z Infinity Pty Limited Local Court Proceedings Shops 5 and 6, 309 Forest Road, Hurstville

Local Court prosecution for multiple breaches of the Food Act 2003.

Matter listed for a sentencing hearing on 4 July 2019. Guilty plea entered. Defendant to pay $10,000 fine and $5,610 professional costs.

Applicant: Wen Yang Proceedings No. 2019/98069 3/438 Forest Road, Hurstville

Class 1 Appeal in relation to failure of the owner to comply with a Brothel Proceedings Closure Order dated 29 March 2019 discontinued. to cease the use of the premises.

Completed

Respondent: Wen Yang Proceedings No. 2019/98069 3/438 Forest Road, Hurstville

Class 4 Proceedings to cease use of Proceedings premises as a brothel. discontinued.

Completed

Applicant: Lateral Estate Pty Limited Proceedings No. 2018/260971 32 â&#x20AC;&#x201C; 38 Montgomery Street, Kogarah

Defendant: Habib Hamade Local Court Proceedings 244 Connells Point Road, Connells Point

Defendant: Stephen Ivanov Local Court prosecution for Local Court Proceedings companion animal not registered. Unregistered dog

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Completed/ not completed

Description of matter

Georges River Council // Annual Report 2019/20

Matter listed for a contested hearing on 26 and 29 July 2019 however proceedings withdrawn.

Completed

Applicant/proceedings number/ Property address

Respondents: Robert Stojanovski and Steven Stojanovski Proceedings No: 2018/99739 34 Milsop Place and 47 Jersey Avenue, Mortdale

Respondent: Allan Frederick Goddard Proceedings No: 2018/366019 297 Rocky Point Road, Sans Souci

Applicant: Ahmad Hijazi Local Court Proceedings 18 Riversdale Avenue, Connells Point

Description of matter

Status at 30/6/2020

Respondent found to be in Contempt of Court Orders. Court granted Orders sought by Council to Class 4 Proceedings commenced for complete the works itself. Works completed unauthorised erection of structures by the Respondent to and slabs, including habitation of Councilâ&#x20AC;&#x2122;s satisfaction structure at the premises. by 15 September 2019. Proceedings commenced to recover costs by way of bankruptcy.

Completed/ not completed

Not completed

Class 4 Proceedings commenced for accumulation of items resulting in premises being in an unsafe or unhealthy condition under the Local Government Act 1993.

Matter listed for hearing on 2, 3 and 24 September 2019. The Court held that the premises were unsafe or unhealthy and made Orders for deaccumulation of items Not completed in accordance with a schedule provided by Council. Costs awarded in favour of Council. Continuing to monitor compliance with the Court orders.

Local Court prosecution for development carried out not in accordance with consent.

Defendant pleaded guilty to all offences. Matter listed for sentencing on 17 September 2019. Magistrate Lyon ordered a total of $120,000 in Completed fines plus Prosecutorâ&#x20AC;&#x2122;s costs of $3,500. Matter was appealed through Land and Environment Court Class 6 proceedings.

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OUR PERFORMANCE

Applicant/proceedings number/ Property address

Status at 30/6/2020

Applicant: Taeipo Malifa and Samoan Church Proceedings No. 2019/43432 977 Forest Road, Lugarno

Proceedings seeking leave to appeal Land and Environment Court decision of 12 December 2018.

Applicantâ&#x20AC;&#x2122;s leave application to appeal against consent orders was heard on 31 May 2019 and refused by the Not completed Court. Costs recovery being undertaken for in excess of $73,000 owed to Council.

Applicant: Peter Thanos Proceedings No: 2018/363618 31 and 31A Regent Street, Kogarah

Class 1 Appeal against deemed refusal of DA2018/0214 for the demolition of existing building and construction of a 16-room new generation boarding house comprising one ground floor commercial tenancy and a car park for five vehicles and four motorcycle spaces.

S34 Conference listed on 23 July 2019. S34 Agreement entered into. Completed S8.15(3) costs paid in the amount of $9,270.

Applicant: Icon Construction Group Pty Limited Proceedings No: 2019/204549 22 â&#x20AC;&#x201C; 26 Montgomery Street, Kogarah

Class 1 Appeal against modification to development consent granted by the Land and Environment Court in proceedings 2018/167910.

S34 Conference listed on 20 February 2020. S34 Agreement entered into following amended plans.

Defendant: SAF Developments Pty Limited Local Court Proceedings 50 Queens Road, Connells Point

Prosecution for development without consent involving unauthorised road closures, materials being stored on the road reserve area, defective/ non-compliant sediment and erosion controls, defective non- compliant signage, defective tree protection facilities and allowing materials to enter the stormwater system.

Defendant pleaded guilty to 4 offences. Judgment handed down on 25 October 2019. Completed Defendant was fined $7,000 and ordered to pay $7,000 costs.

Prosecution for dog attack.

Matter was listed for plea or mention on 5 November 2019. Defendant pleaded guilty and was fined $1,500 and ordered to pay costs of $1,500 and $500 to the victim for veterinary bills.

Defendant: Robyn Gray Local Court Proceedings 34 Payten Street, Kogarah Bay

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Completed/ not completed

Description of matter

Georges River Council // Annual Report 2019/20

Completed

Applicant/proceedings number/ Property address

Description of matter

Status at 30/6/2020

Completed/ not completed

Claim commenced by Plaintiff seeking recovery of legal costs associated with aborted VPA.

Deed of Settlement entered into and matter resolved.

Completed

Class 1 Appeal for modification to Land and Environment Court consent to increase the number Applicant: Regent Land Pty of residential units to 113 and the basement car parking to 137 Limited ATF Regent Land spaces, reconfigure the basement Unit Trust and ground floor level, relocate Proceedings No: the driveway and ramp, relocate 2019/298489 the ground floor service and waste 70 – 78 Regent Street, facilities, amend the unit layouts, Kogarah standardise the floor layouts on levels 4 – 10, and amend condition 55.

S34 Conference listed on 12 November 2019. S34 Agreement entered into following amended plans.

Completed

USU dispute Proceedings No: 2019/339017

Dispute regarding voluntary redundancies.

Discontinued by USU at conciliation on 6 November 2019.

Completed

USU dispute Proceedings No: 2019/349292

General Manager’s Email

Discontinued by USU before conciliation.

Completed

Class 1 Appeal against deemed refusal of DA2018/0414 to demolish the existing building and erect a centre-based childcare facility.

S34 Conference listed on 1 November 2019. S34 Agreement entered into following amended plans. S8.15(3) costs paid in the amount of $7,000.

Completed

Class 1 Appeal against refusal of DA 2018/0267 for alterations and Applicant: Maged Zaki additions to the existing two storey Proceedings No: commercial building to facilitate 2019/187513 a change of use to a centre200 Hurstville Road, Oatley based childcare facility, external façade beautification works and landscaping.

S34 Conference listed on 21 January 2020. S34 Agreement entered into following amended design. S8.15(3) costs paid in the amount of $18,000.

Completed

Applicant: George Antoniou Proceedings No: 2019/239412 38 Queens Road, Connells Point

S34AA Conference listed on 26 November 2019. Appeal dismissed and Modification Application refused.

Completed

Plaintiff: Lan Liu Local Court Proceedings 1 – 5 Treacy Street, Hurstville

Applicant: Costa Kostantopoulos Proceedings No: 2019/70803 60 Park Street, Peakhurst

Class 1 Appeal against refusal of MOD2019/0104 with respect to changes to the height and design of a privacy screen.

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Applicant/proceedings number/ Property address

164

Description of matter

Status at 30/6/2020

Completed/ not completed

Applicant: Brightstone Developments Pty Limited Proceedings No. 2019/258053 1 â&#x20AC;&#x201C; 5 Rickard Road, South Hurstville

Class 1 Appeal against refusal of DA 2017/0460 for demolition of existing structures and construction of multi dwelling housing comprising 14 x two storey dwellings with basement car parking.

S34 Conference listed on 25 October 2019. S34 Agreement entered into following amended plans. S8.15(3) costs paid in the amount of $3,500.

Completed

Applicant: Gregory Oszwya Proceedings No: 2019/339465 32 Amy Road, Peakhurst

Class 1 Appeal against conditions 9 and 40 of Development Consent DA2018/0029 granted on 4 July 2019 for required design changes and positive covenant for on-site detention facility.

S34AA Conference mediation listed on 16 December 2019. S34 Agreement entered into following amended design.

Completed

Defendant: Samantha Micallef Local Court Proceedings 14 Myers Street, Sans Souci

Prosecution for dog attack.

Matter was heard on 3 December 2019. Defendant pleaded guilty and was ordered to pay $1,500 costs and compensation to owner of injured animal of $3,474.73.

Completed

Applicant: Erdogan Kasif Proceedings No: 2019/9753 22 Empress Street, Hurstville

Class 1 Appeal against deemed refusal of DA2018/0441 for partial demolition of existing structures and construction of a residential flat building containing six apartments with basement car parking.

Matter listed for hearing on 9 and 10 December 2019. Appeal upheld following amended plans.

Completed

Applicant: Habib Hamade Proceedings No: 2019/239776 244 Connells Point Road, Connells Point

Annulment Application against Penalty Notice for failing to comply with lawful direction of a Council officer.

Matter listed for directions on 28 January 2020. Application withdrawn.

Completed

Applicant: Al Abrahim Proceedings No: 2018/317003 505 â&#x20AC;&#x201C; 507 Rocky Point Road, Sans Souci

Matter listed for contested hearing Class 1 Appeal against deemed on 12 and 13 March refusal of DA 2018/0252 for the 2020. Following further demolition of existing dwellings amended plans S34 Not Completed and ancillary structures and Agreement entered into. the construction of a mixed-use S8.15(3) costs to be development over basement parking. assessed and paid by Applicant.

Georges River Council // Annual Report 2019/20

Applicant/proceedings number/ Property address

Description of matter

Status at 30/6/2020

Completed/ not completed

Applicant: Siscus Holdings Pty Limited Proceedings No: 2019/191686 14 English Street, Kogarah

Class 1 Appeal against deemed refusal of DA2018/0213 for the demolition of existing structures and construction of a six-storey boarding house with 33 rooms over one level of basement parking.

S34 Conference listed on 25 February 2020. S34 Agreement entered into following amended plans. S8.15(3) costs paid in the amount of $13,800.

Completed

Applicant: Darc Design and Architecture Proceedings No: 2019/396861 60 Jellicoe Street, Hurstville Grove

Class 1 Appeal against deemed refusal of DA2019/0296 for erection of a two storey dual occupancy, front fence and swimming pool.

S34AA Conference listed on 6 April 2020. S34 Agreement entered into following amended plans.

Completed

Applicant: Adouni and Raad Pty Limited Proceedings No: 2018/369087 143 â&#x20AC;&#x201C; 145 Rocky Point Road, Beverley Park

Class 1 Appeal against deemed refusal of DA2018/0429 for the demolition of existing building and the construction of a residential flat building, basement car parking, landscaping and associated works.

Matter listed for hearing on 10 and 11 March 2020. Appeal upheld following amended plans.

Completed

Applicant: Ahmad Hijazi Proceedings No: 2019/323436 18 Riversdale Avenue, Connells Point

Class 6 Appeal against Local Court judgment of $120,000 in fines.

Matter heard on 4 March 2020. Fines were reduced to $80,000 Completed in total. Convictions confirmed.

Defendant: David CostChretien Local Court Proceedings 7/5-9 Hudson Street, Hurstville

Appeal against Penalty Notice issued for not complying with order.

Appeal withdrawn.

Completed

Applicant: Kogarah Investments No 1 Pty Limited Proceedings No: 2019/283937 16 â&#x20AC;&#x201C; 22A Gladstone Street and 2 Victoria Avenue, Kogarah

Class 1 Appeal against deemed refusal of DA2019/0319 for the retention of the local heritage listed dwelling on 2 Victoria Street, demolition of other existing structures and the construction of an 11-storey residential flat building with three levels of basement car parking.

S34 Conference listed on 8 May 2020. S34 Agreement entered into following amended plans. S8.15(3) costs paid in the amount of $5,000.

Completed

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OUR PERFORMANCE

Applicant/proceedings number/ Property address

166

Description of matter

Status at 30/6/2020

Completed/ not completed

Applicant: Xiao Ping Zheng Proceedings No: 2019/290322 137 Woniora Road, South Hurstville

Class 1 Appeal against refusal of DA0616/2017 for demolition of existing structures and construction of a boarding house to accommodate 29 boarders and parking.

S34 Conference listed on 22 May 2020. S34 Agreement entered into following amended plans. S8.15(3) costs paid in the amount of $12,000.

Completed

Applicant: Best Build NSW Pty Limited Proceedings No: 2018/393349 3 Gray Street, Kogarah

Class 1 Appeal against deemed refusal of DA2018/0201 for the demolition of existing building and the construction of a six-storey boarding house comprising 44 rooms including site manager room over basement car parking.

Matter listed for hearing on 28, 29 May and 3 June 2020. S34 Agreement entered into following significantly amended plans. S8.15(3) costs paid in the amount of $57,500.

Completed

Applicant: Futuristic Design Pty Limited Proceedings No: 2018/390589 301 Kingsgrove Road, Kingsgrove

Class 1 Appeal against refusal of DA2017/0487 for the demolition of all structures and construction of a two-storey child care centre for 47 children and basement car parking.

Matter listed for hearing on 30 and 31 March 2020 however due to COVID-19 has been postponed to 23 and 24 November 2020.

Not Completed

Applicant: Touma Carlton Pty Limited Proceedings No: 2019/150524 253 â&#x20AC;&#x201C; 255 Princes Highway, Carlton

Class 1 Appeal against deemed refusal of DA2019/0116 for demolition of existing structures and construction of a six storey mixed use development.

Matter listed for hearing on 1 and 2 September 2020.

Not Completed

Applicant: A V Jennings SPV No 19 Pty Limited Proceedings No: 2019/152130 2 â&#x20AC;&#x201C; 10 Palmerston Street, Kogarah

Class 1 Appeal against modification of Court granted consent on 20 September 2018 approving DA9/2017/112/1 subject to conditions, for the construction of a residential flat building comprising 51 units and six serviced apartments over three levels of basement parking for 63 cars. Modification is seeking construction of a mixed use building containing a ground floor retail shop and 11 residential floors comprising a total of 55 units and deletion of s7.13 contributions in the amount of $855,000.

S34 Conference listed on 19 June 2020. S34 Agreement entered into following design Completed changes. S8.15(3) costs paid in the amount of $10,000.

Georges River Council // Annual Report 2019/20

Applicant/proceedings number/ Property address

Description of matter

Status at 30/6/2020

Completed/ not completed

Applicant: Christopher Thomas Proceedings No: 2019/191841 29 Penshurst Street, Penshurst

Class 1 Appeal against deemed refusal of DA2019/0160 for the partial demolition of the Penshurst Hotel and construction of a car park.

Matter listed for hearing on 11 and 14 September 2020.

Not completed

Applicant: Gianni Georges Proceedings No: 2019/282526 2 – 4 Vaughan Street, Blakehurst

Class 1 Appeal against refusal of DA2018/0517 for demolition of existing dwellings and improvements and the erection of a strata Matter listed for hearing Not completed residential flat building development 9 to 11 December 2020. comprising 24 units being four onebed, 18 two-bed and two three-bed apartments above basement parking for 38 cars.

Applicant: Ekon Pty Limited Proceedings No: 2019/296629 4 The Esplanade, South Hurstville

Class 1 Appeal against refusal of DA2017/0659 for demolition of existing structures and construction of 68 place childcare centre at 4 The Esplanade, South Hurstville.

Matter listed for hearing on 10 and 11 February 2021.

Not completed

Applicant: Truland Development Pty Limited Proceedings No: 2019/308785 186 – 190 Princes Highway and 2 – 6 Lacey Street, Kogarah Bay

Class 1 Appeal against refusal of DA2018/0513 for retention of heritage item, demolition of all other existing structures and construction of a residential flat building over two levels of basement parking.

Matter listed for hearing on 28 to 30 September 2020.

Not completed

Applicant: K J Planning Proceedings No: 2019/371035 69 Boundary Road, Mortdale

Class 1 Appeal against modification to development consent number MOD2018/0118 in relation to conditions 53, 54, 73, 74 and 75.

S34 Conference listed on 31 July 2020.

Not completed

Applicant: Beverley Park Golf Club Limited Proceedings No: 2020/14918 87a Jubilee Ave, Beverley Park

Class 1 Appeal against refusal of DA2017/0471 for construction of perimeter security fence and gates.

S34 Conference listed on 16 November 2020.

Not completed

A leading, people-focused organisation delivering outstanding results for our community and city

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OUR PERFORMANCE

Applicant/proceedings number/ Property address

168

Description of matter

Status at 30/6/2020

Completed/ not completed

Applicant: Hassib Faraj Proceedings No: 2020/43296 11 Arnold Street, Peakhurst

Class 1 Appeal for refusal of DA2018/0309 for demolition and construction of a two-storey boarding S34 Conference listed house containing 11 rooms with on 13 October 2020. basement car parking at 11 Arnold Street, Peakhurst.

Not completed

Applicant: Aplus Architecture Proceedings No: 2020/39217 5 Mona Street, Allawah

Class 1 Appeal for deemed refusal of DA2019/0608 for demolition of existing structures and construction of a boarding house development with basement parking.

S34 Conference listed on 6 October 2020.

Not completed

Applicant: Mustapha Moussa Proceedings No: 2020/35211 23 Bay Road, Oatley

Class 1 Appeal in relation to modification of consent number DA2017/0198 be rescinded and modification approved to allow removal of Tree 36, relocation of Council stormwater pit, installation of a new driveway including the removal of a rock outcrop and level changes.

S34 Conference listed on 29 October 2020.

Not completed

Applicant: W H Project Management Pty Limited Proceedings No: 2020/60885 1 Butler Road, Hurstville

Class 1 Appeal for refusal of DA2017/0402 for demolition of existing structures and construction of new mixed-use buildings with ground floor retail, 11 levels and apartments and three levels of basement car parking with strata subdivision.

S34 Conference listed on 6 November 2020.

Not completed

Applicant: Outdoor Systems Pty Limited Proceedings No: 2020/65407 519 King Georges Road, Beverly Hills

Class 1 Appeal for refusal of MOD 2019/0196 for replacement of existing north and north western facing advertising panels with single digital LED screen.

S34 Conference listed on 13 November 2020.

Not completed

Applicant: 3R Investments Pty Limited Proceedings No: 2020/101221 33 Waterview Street, Carlton

Class 1 Appeal against the order made under Division 9.3 and Schedule 5, Part 1 (Order 1) of the Environmental Planning and Assessment Act 1979 by the Respondent dated 26 March 2020.

Matter listed for hearing on 26 and 27 November Not completed 2020.

Georges River Council // Annual Report 2019/20

Applicant/proceedings number/ Property address

Description of matter

Status at 30/6/2020

Completed/ not completed

Applicant: SAF Group Pty Limited Proceedings No: 2020/101209 33 Waterview Street, Carlton

Class 1 Appeal against actual refusal of DA2019/0417 for the change of Matter listed for use of an industrial building to a contested hearing on 26 Not completed depot, warehouse, and associated and 27 November 2020. offices.

Applicant: State Projects Pty Limited Proceedings No: 2020/119104 3 Newman Street, Mortdale

Class 1 Appeal against refusal of DA2018/0190 for demolition of existing structures and construction S34 Conference listed of a double storey boarding house on 27 July 2020. with 19 rooms and basement parking for 11 car spaces.

Not completed

Applicant: The Gallery Kogarah Pty Limited Proceedings No: 2020/132825 56 – 58 Regent Street, Kogarah

Class 1 Appeal against refusal of DA2019/0190 for demolition of existing structures and construction of an 11 storey residential flat building with three3 levels of basement parking.

S34 Conference listed on 6 August 2020.

Not completed

Applicant: Edrik Properties Pty Ltd T/as Vortex Property Group NSW Proceedings No: 2020/138206 2 – 4 Gladstone Street and 10 Victor Street, Kogarah

Class 1 Appeal to modify DA2017/0519 granted by the Land and Environment Court to provide for three additional residential units, S34 Conference listed removal of car lift to basement on 21 July 2020. parking and replacement with a ramp and one additional level of basement car parking.

Not completed

Applicant: Landmark Group Australia Pty Limited Proceedings No: 2020/143770 44 – 52 Regent Street, Kogarah

Class 1 Appeal against deemed refusal of DA2020/0132 for demolition of existing dwellings, construction of a new 11 storey residential flat building containing 81 apartments over three basement car park levels and lot consolidation.

S34 Conference listed on 27 August 2020.

Not completed

Class 1 Appeal against deemed refusal of DA2020/0128 for Applicant: Landmark Group demolition of existing dwellings, Australia Pty Limited retention, and adaptive re-use of Proceedings No: two heritage listed terraces and 2020/143771 construction of a new 12 storey 6 – 16 Victoria Street, residential flat building containing Kogarah 83 apartments over three basement levels and lot consolidation.

S34 Conference listed on 27 August 2020.

Not completed

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Oatley Adventure Playground

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Georges River Council // Annual Report 2019/20

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OUR PERFORMANCE

Key capital works Carss Bush Park Foreshore Naturalisation Project Stages 2 and 3 The final two stages of the Carss Bush Park foreshore has resulted in one of the best examples of foreshore eco-engineering in Australia. This project is the culmination of ongoing research and development into seawall construction with the intent of increasing foreshore habitat through innovative design. This foreshore enhancement project will not only yield benefits to the environment, but increase the aesthetic, social, educational, and cultural value of the Carss Park foreshore.

Myles Dunphy Boardwalk Construction of an elevated boardwalk in Myles Dunphy Reserve has improved accessibility to the reserve while minimising impacts on remnant natural wetland. This boardwalk enables walkers to enjoy even more of the natural beauty of lower Myles Dunphy Reserve while improving movement in Oatley.

Dover Park East pontoon Dover Park East pontoon is used by boaters, including disabled sailors of Sailability NSW. Pontoon slope and water depth issues due to sedimentation resulted in boaters being unable to regularly use the infrastructure. We installed a longer gangway and moved existing infrastructure outside the impact zone.

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Georges River Council // Annual Report 2019/20

Cromdale Street drainage upgrade We duplicated the existing stormwater drainage culvert across Cromdale Street at Dairy Creek, Mortdale to alleviate flooding of upstream properties along Cromdale Street.

Gannons Park water quality improvement and stormwater harvesting scheme We improved the quality of stormwater discharging to the Georges River, addressing erosion and localised flooding, creating enhanced habitat and amenity, and harvesting the treated stormwater to irrigate the eight sport fields in upper Gannons Park. This has reduced potable water use and reactivated the lesser used lower areas by creating a new accessible shared path and cycled way. This is a significant upgrade of public open space and provides a new identity for the park.

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OUR PERFORMANCE

Amenities building projects

Peakhurst Park amenities building We constructed a new sports amenity building at Peakhurst Park to service the new synthetic sports field. The configuration incorporates all design elements consistent with Football NSW Guidelines. Extensive consultation was with the St George Football Association and clubs ensured the building meets the growing needs of the sporting community in the years ahead.

Charles Pirie Reserve inclusive sports amenities building Charles Pirie Reserve is the home of the Carss Park Football Club and the special needs program, St George Warriors. The program is an innovative, equal access community initiative which provides a fun, inclusive and social environment for players and their families to participate in a modified team format.

Riverwood Park soccer and league amenities buildings The project was located in Riverwood Park, Riverwood frontage on Coleridge Street. The works included the refurbishment of both sporting amenities to include change rooms, canteens, and storage areas.

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Georges River Council // Annual Report 2019/20

Poulton Parks netball amenities building The new Poulton Park netball and public amenities building has an extended roof line for additional shelter, a netball storage room, public amenities, accessible toilet, and nappy change area.

Gannons Park sports amenities building To complement the sportsfield upgrade at Gannons Park, we upgraded the Gannons Park sports amenities block which had reached the end of its serviceable life. The amenities block now accommodates two sporting clubs and includes two canteens, storage, home and away change rooms for both clubs and public toilets.

Harold Fraser Oval Clubhouse Extensive consultation with all sporting codes and clubs informed development a new building that will incorporate all sporting guidelines, design principles, and meet the growing needs of each sporting association and club.

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OUR PERFORMANCE

Sports field projects

Gannons Park sports fields upgrade We completed the resurfacing, drainage and irrigation of eight regional soccer fields and five cricket fields (an area of 80,000m2). This upgrade has provided the community with a premium sports facility for organised sport that attracts players and users from across the St George district including schools, sporting clubs (soccer, cricket and Oztag).

Poulton Park synthetic sports field This represents the design, construction and installation of a full-size FIFA-accredited playing field and a training field. The facility will be used for football training and competition up to and including State league, for local clubs and schools and also for recreational use by the community.

Beverly Hills sportsfields resurfacing, irrigation and drainage Heavy usage from a range of sports had compacted the field and it was in a poor condition after each season. This alleviated issues with wet soils with drainage. The resurfacing of the field and installation of irrigation will ensure the longevity of a quality sporting oval.

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Georges River Council // Annual Report 2019/20

Olds Park Field 2 resurfacing, irrigation installation and drainage design/construction This project renewed a valuable multi-purpose field through the installation of irrigation and drainage and the resurfacing of this 18,000m2 area. This will enhance the capacity of the field to withstand the extensive use it receives.

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OUR PERFORMANCE

Playground upgrades and construction

Grosvenor Playground This upgrade of an existing playground included new climbing and balance equipment, along with swings and shade.

Anderson Park Playground This playground upgrade continued the nautical theme of the area, through the construction of a new inclusive boat shaped playground with shade sails.

Simpson Reserve Playground This newly upgraded playground provides the improved play facilities including an inclusive childrenâ&#x20AC;&#x2122;s playground, multi-purpose rebound wall/half basketball court, and upgraded cricket nets.

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Paddy Tyler Reserve Playground Paddy Tyler Reserve includes a new inclusive playground with shade.

Meade Park Adventure Playground The Meade Reserve adventure playground expanded the range of active, passive and accessible equipment. Design and construction included landscaping and picnic facilities, along with the construction of a new amenity building.

Oatley Adventure Playground This nature-based adventure playground includes unique, site-specific play elements, landscaping works, new park furniture and associated park infrastructure. It is sensitive to the bushland setting and constructed primarily from natural materials. It includes nature-based play elements and new picnic facilities. The playground was designed with the community and by using the NSW Government’s ‘Everyone Can Play’ inclusive play space guidelines. More than 85 per cent of the playspace is accessible and able to be enjoyed by users of all abilities and capabilities.

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OUR PERFORMANCE

Kempt Field Adventure Playground The construction of the Kempt Field inclusive adventure playground and bike training circuit involved the construction of a new inclusive childrenâ&#x20AC;&#x2122;s adventure playground, rubber soft fall surfacing, shade sail, seats and picnic shelters, water refill station, bike training circuit, and associated design and landscaping works.

Penshurst Park Inclusive Adventure Playground The playground forms part of the broader Penshurst Park Sporting Hub Stage 2 Project. The upgraded playground sits in the heart of the high-density residential area and provides a passive and active recreational space for everyone. The playspace includes new inclusive play equipment elements, rubber soft fall surfacing, shelters, seating, shade sails, and picnic and BBQ facilities.

Interactive water play at Hurstville Plaza The Interactive Water Play element of Hurstville Central Plaza aims to add vibrancy and colour to the Hurstville CBD and provide a learning experience for young children. Children can learn about cause and effect, and water pressure and water flow without through play interactions. The water play feature also generates interaction between children which teaches cooperation and teamwork.

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Oatley West Early Learning Centre This purpose-built new childcare centre will be a DDA compliant facility with an internal lift that will accommodate up to 49 children. The centre has been fitted out with engaging, natural resources for children.

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Georges River during COVID-19. Photography by Elder

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Securing our future This section details Councilâ&#x20AC;&#x2122;s response and actions in working to recover from the impacts the COVID-19 crisis.

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SECURING OUR FUTURE

Our response to COVID-19 In response to the pandemic, the Office of Local Government worked with the State Emergency Operations Centre and other relevant State agencies to assist local councils manage COVID-19 in their local communities. The NSW Government introduced local government legislative amendments to support councils and ratepayers that gave councils the flexibility to appropriately manage their finances and staff while protecting their community from increasing financial pressures. The local government changes included: • allowing councils to apply IPART’s annual rate peg more flexibly to respond to short-term changes in their community’s ability to pay while ensuring longterm financial sustainability • preventing councils from instigating legal action to recover rates and charges for six months unless financial hardship provisions are considered • giving employees with greater flexibility around annual and long service leave entitlements to minimise job losses and manage and retain staff. In addition, the NSW Government provided a $395 million economic stimulus package to safeguard jobs and service and infrastructure delivery at the State’s 128 local councils. Council would have the ability to access the Council Job Retention Allowance provided there was a demonstrated or likely loss of at least 30 per cent in either rates or annual charges, user charges and fees or other revenue. Regulations made under section 747B of the Local Government Act 1993 to temporarily modify the application of the Act in response to the COVID-19 pandemic included: • allowing councils to delay sending out the first quarterly rates notice for 2020/21 and extend the payment deadline by one month • enabling councils to immediately waive or reduce fees for services such as food premise inspections and footpath usage for COVID-19 affected businesses, with the need to provide 28 days public notice

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• providing councils with a one-month extension to adopt their 2020/21 operational plans and budgets and submit their 2019/20 audited financial statements and annual reports, as well as an extra month to submit their last quarterly budget review statement for 2019/20 • removing the requirement for documents to be made available for inspection at council offices if the document is published on the council’s website or available electronically. Council elections, scheduled for September 2020, were postponed for 12 months and electronic council meetings, held via Skype, were permitted. There have also been changes to the Environmental and Planning and Assessment Act 1979. • Planning decision-makers including councils no longer need to display physical copies of some documents. We are now only required to provide digital copies of DAs, planning proposals, environmental impact statements on exhibition, registers of development consents, complying development certificates and construction certificates on the NSW Planning Portal website. • A Ministerial Order allows retail premises such as supermarkets, pharmacies and corner stores to operate 24 hours per day and waste collection from retail premises may occur at any time. • A Ministerial Order allows home businesses to operate 24 hours per day and to employ more than two people other than the permanent residents of the dwelling, but not more than five people, providing they can abide by social distancing rules.

Instrument of Delegation to the Mayor (Emergency Administrative Provision) In response to the COVID-19 pandemic, at its meeting of 23 March 2020, Council resolved to adopt a revised Instrument of Delegation to the Mayor. Should the Mayor need to exercise this delegation, the General Manager would provide a consolidated report once a month to all Councillors specifying any actions taken under the delegation adopted by Council.

Councillors Councillors received regular advice and updates from the General Manager detailing any changes to our services and procedures.

Staff Our General Manager and Executive Team responded quickly to the pandemic to provide updated information and develop plans to deal with issues arising for our staff from the COVID-19 crisis. Regular and informative communication with staff to ensure they felt safe and supported was critical. Daily Crisis Management Team meetings were held with the Executive Team and relevant senior staff to ensure all Pubic Health Orders and Commonwealth Government announcements were complied with and communicated effectively to staff. Georges River during COVID-19. Photography by Elder

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The community and businesses Council endorsed the $47 million Economic and Social Recovery Program (ESRP) in May 2020. The ESRP comprises three key phases: • Immediate support: programs either implemented or proposed to occur immediately • Revival: initiatives that either prepare Georges River for a relaxing of restrictions and a full re-opening • Discover Georges River: celebrating the re-opening of Georges River and re-launching the LGA. Council continues to deliver essential services, provide economic stimulus to support businesses and community, and engage with the community and other tiers of government. The Australian and NSW Governments are providing support packages for small to medium-sized businesses that businesses in the Georges River area can access. The ESRP will complement these support packages, not replicate them.

Georges River during COVID-19. Photography by Elder

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Phase 1: Immediate support We have already implemented the following: Item

Estimated value

Category

$15,000

Social

Nil

Social and Economic

a) Community facilities and organisations

$200,000

Social and Economic

b) Commercial tenants

Excess of $200,000

c) Premium facilities

$1,200,000

Waiving and/or adjusting fees and charges for all outdoor dining: Waiver is initially from 1 April 2020 for six months or until the end of the crisis, whichever is sooner (defined as the end of the pandemic and a reasonable recovery period, consistent with business’ eligibility for Commonwealth Government assistance related to the crisis).

$36,000

Economic

Refunds provided for events: scheduled until 30 June 2020, primarily for stalls and performers have been provided a refund valued at approximately

$5,000

Economic

Supermarkets supported to receive deliveries 24 hours per day: Georges River Council was one of the first councils to lift the restriction on deliveries on 6 March 2020. This was prior to the NSW Government announcement.

Nil

Social and Economic

#WeAreInThisTogether campaign: • Food services business promotion, social media support posts • New street banner system which will display community safety messages • Neighbour postal cards • Printable posters for businesses to inform customers their online/take away only • Free coffees provided by a local business at the Hurstville Centrelink • Support for Oatley RSL ANZAC Day commemorations This campaign has the flexibility to evolve over the coming months. Our Debt Management and Hardship Policy provides support to debtors and ratepayers affected by COVID-19 through payment arrangements such as interest-free extensions and interest-free payment plans to ease the burden. Fee write off of funds: A system has been established to assess hardship and provide rent relief for each catergory, indicative amounts are:

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Item

Estimated value

Category

Food businesses are supported to continue to operate through delivery and takeaway: Restaurants that previously had no consent to deliver and takeaway can now do so. In addition, the relaxing of parking enforcement to support people collecting takeaway or assist delivery.

Nil

Social and Economic

Relaxing fees associated with all food and public health inspections: including food trucks and stallholders.

$60,000

Economic

Safety first parking enforcement focus: A relaxing of all parking enforcement, with focus on immediate danger to pedestrians or other road users.

$945,000

Social

$15,000

Social

Offering the use of Council sites for COVID-19 testing clinics: Three Council-owned sites were offered to the Department of Health, if required. One site in the LGA is now active. We support this site through the provision of free parking.

$6,000

Social and Economic

Assisting in the provision of help packages for the community: Community properties such as the Hurstville Senior Citizen’s Centre are used to prepare and serve packs for community members/healthcare workers on the frontline.

$17,000

Social

Increased online learning and digital programming including library story time, museum and gallery exhibitions and art workshops and our childcare hub works online learning space.

$45,000

Social

Free reservation of spaces at our childcare centres.

$50,000

Social

Specialised planning advice.

$10,000

Social and Economic

Support for Georges River healthcare workers: • Advocated for free parking for healthcare workers to the NSW Government • Free 24/7 parking at Netstrata Jubilee Stadium • Coffee on us: funding provided to three Kogarah cafes to provide free coffee to Kogarah healthcare workers • Support for the ‘Adopt a Healthcare Worker’ program aimed at coordinating practical support for healthcare workers on the frontline of the pandemic.

A 100 per cent refund will be provided to all DAs where no assessment has been made. Development of translated materials in community languages regarding food safety and COVID-19 restrictions and details on retail premises trading and operating hours.

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Economic

$2,000

Social

To complement the steps we are already taking, below is a table of proposed initiatives that if supported will immediately provide vital social and economic support to our community. Item

Estimated value

Category

Join Local Government NSW in their advocacy efforts to call on the Federal and State Governments to direct economic stimulus packages to the local government sector.

Nil

Economic

Write off of bad or doubtful debts.

$500,000

Economic

25 per cent reduction in DA fees for commercial fit-out applications for a period of six months.

$15,000

Economic

25 per cent reduction in DA fees – residential applications (BCA Class 1 and 10 – dwellings, secondary dwellings and outbuildings only) for a period of 6 months.

$25,000

Economic

$601,500 (value of (a) and (c) only)

Economic

Faster payments for suppliers: where possible, we will inject more money into the local economy by paying local suppliers for goods and services in less than 14 days, where requested.

Nil

Economic

Online space for local businesses to connect and promote their services.

$10,000

Social and Economic

Dedicated concierge service to triage customer enquires related to COVID-19.

Nil

Social and Economic

Council to community check in: A phone service where staff will make phone calls to our local seniors and vulnerable residents to check on their welfare.

Nil

Social

Waiving of library fines and extended loan periods: A moratorium of outstanding fines (from 1 January 2020) if library books are returned.

$5,000

Social and Economic

'Buying Local’ focus: • develop an Interim Local Procurement Policy for contracts less than $250,000 • for the assessment of tenders over $250,000, include a five per cent weighted criteria for local contractors A Council-run competition where if a resident spends $150 at a small business in the Georges River LGA, they are eligible to enter into a draw to win 12 x $100 debit cards.

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Georges River during COVID-19. Photography by Elder

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Phase 2: Revival (medium-term) The Revival phase is being developed to help the community prepare for the revival of Georges River, both economically and socially. As more information comes to light these initiatives can be adapted. Item Commence work on key capital projects. We will stimulate the local economy and improve public areas by progressing our capital works project pipeline, including: • Penshurst Park Sporting Hub (Stage 2) • Mortdale Shopping Centre streetscape • Ormonde Parade streetscape • Hurstville Oval players pavilion • Hurstville Golf Course • Oatley Park sporting amenities • Harold Fraser Oval (Parkside Drive) waterway • road re-sheeting program • playground and building critical safety program • stormwater drainage critical program • footpath critical safety program • information management and technology • Poulton Park remediation • Remediation of the former Oatley Bowling Club

Recovery grants and sponsorship program: A re-imagining of our current grants and sponsorship program to support the recovery of Georges River.

Estimated value

Category

$41.8 million

Social and Economic

$200,000

Social and Economic

Pursuit of government grants for ‘shovel-ready’ projects: We will be prepared for potential grant funding by developing a targeted program of projects ready for funding opportunities.

Social and Economic

A dedicated Council Officer to work specifically on commercial development applications: to inject more commercial floorspace into key centres.

$95,000

Economic

Outdoor dining fee exemptions: allowing for a 12-month trial period for new outdoor dining applications (once restrictions are lifted) to stimulate outdoor dining across Georges River and provide financial support for business.

$18,000

Social and Economic

Online lodgement of DA: We will implement the NSW Government’s online lodgement service for DAs.

Nil

Economic

Introduction of a library click and collect service to allow greater access to library services while restrictions are in place.

$19,000

Social

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Item

Estimated value

Category

Intensive cleansing program involving a deep clean of six centres.

$100,0000

Social and Economic

'Georges River Green Armâ&#x20AC;&#x2122; volunteer program focusing on the beautification of parks and reserves as well as connecting the community and combating mental health issues.

$10,000

Social and Economic

Springboard courses for business: Marketing, business diversification and other online courses will be made available to our local business community through our partners such as Realise Business.

$5,000

Economic

Create Georges River Art Expo involving community art and craft projects: culminating in an exhibition at the Hurstville Museum and Gallery once restrictions are lifted.

$10,000

Social

Virtual foodies markets: an online farmers market for the community to connect and promote their goods.

$5,000

Social

Investigate a program of smaller events and activation focused on bringing local people together and supporting small business.

Nil

Social

Planning for a staged reopening of the LGA plus potential reintroduction of restrictions.

Nil

Social and Economic

Investigate public domain improvements: including temporary widening of footpaths and pop up parks and pop up bike paths.

Nil

Social

Frightful 80s Drive In.

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Phase 3: Discover Georges River (longer term) Phase 3 will re-launch Georges River and the wonderful offerings of the LGA for the community and visitors. This phase needs to be timed with a full or adequate relaxing of Public Health Orders. As with Phase 2, as more information comes to light, these initiatives can be adapted. In the first instance, this phase will focus on events and activations, advocacy, city branding and marketing. Item

Estimated value

Category

A ‘Saluting Service’ thank you event for healthcare workers and the community held in Kogarah.

$10,000

Social

‘Discover Georges River’ marketing campaign. The launching of an LGA-wide marketing campaign to encourage residents, visitors and investors to discover the potential of Georges River.

Nil

Social

Series of events and activations including flagship events for the community and visitors to enjoy and reconnect.

$400,000

Social

Stepped up advocacy program supporting the ‘River Rail’ from Kogarah to Parramatta and the concept of the ‘Southern Aerotropolis’ to draw investment into Georges River and the South District.

Nil

Economic

Leading for Change 2020 - City Launch event. The original event that was scheduled for 20 March 2020 was postponed.

$45,000 (paid for 19/20 FY)

Economic

Networking event for small businesses to connect with each other post-COVID-19.

Social

Georges River during COVID-19. Photography by Elder

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Our experience in images Photography by Elder

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Staff member holding up the Golden Georgie Award.

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Our Organisation This section details our organisational structure and profile, Councilâ&#x20AC;&#x2122;s leave and wellness programs and work health and safety.

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Our organisation Our Leadership Team

COMMUNITY

Roxanne Thornton Manager Office of the General Manager

Rebekah Schulz

Meryl Bishop

Director Community and Culture

Director Business and Corporate Services

Director Environment and Planning

Manager Customer Experience and Events

Executive Manager People and Culture

Manager Development and Building

Manager Community and Cultural Development

Manager Strategic Planning

Manager Library Services

Manager Environment, Health and Regulatory Services

Manager Childrenâ&#x20AC;&#x2122;s Services

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David Tuxford

COUNCIL

Georges River Council // Annual Report 2019/20

Manager Governance and Risk Management

Gail Connolly

General Manager

Laurie O'Connor

Chief Audit Executive

Sue Weatherley

Jenny Ware

Director City Strategy and Innovation

Director Legal Services and General Counsel

Andrew Latta

Coordinator Strategy and Innovation

Senior Solicitor

Executive Manager Engineering Operations

Coordinator Communications and Engagement

Director Assets and Infrastructure

(Retired February 2020) ___________________

Acting Director Assets and Infrastructure

Manager Infrastructure

Manager Project Delivery

Executive Manager Premium Facilities and Properties

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Our organisational profile FTE and Headcount As at 30 June 2020, we employed 623 staff with a full-time equivalent of 584 staff: Female = 323 Male = 300 Full time = 510 Part time = 113 Casual = 84

Workforce department and gender Gender

No.

Assets and Infrastructure

209

Female

Male

183

Business and Corporate Services

Female

Male

City Strategy and Innovation

Female

Male

Community and Culture

205

Female

166

Male

Environment and Planning

Female

Male

Office of General Counsel

Female

Office of General Manager

Female

Male

Total

623

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Community and Culture meeting.

Workforce years of service Length of service vs gender Service (year)

Female

Male

Total

0-9

233

202

435

10-19

125

20-29

30-39

323

300

623

Grand Total

Length of service vs age Service (year)

18-27

28-37

38-47

48-57

58-67

68-77

Total

133

105

435

125

168

623

0-9 10-19 20-29 30-39 Grand Total

148

154

Length of service vs. directorate

Business and Corporate Services

City Strategy and Innovation

Community and Culture

Environment and Planning

Office of General Counsel

Office of General Manager

Total

0-9

126

153

435

10-19

125

20-29

30-39

Grand Total

209

205

Service (year)

Assets and Infrastructure

Directorate

623

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Community and Culture all staff meeting.

We are committed to an engaged and communityfocused workforce that works toward excellence in service delivery while optimising the customer experience. We are proactively building a positive and high performing culture, guided by our mission and values. Our goal is to create a culture of continuous learning with a dynamic workforce that holds the tools and capabilities required to respond to rapid change. This goal is embedded into our recruitment and performance review processes so that customers receive a consistent level of service. We are positioning to become an employer of choice in the community and industry. In May 2019, a staff survey indicated that 70 per cent of our staff look forward to coming to work. We developed several programs based on the annual staff survey findings, including Cross Unit Collaboration, Involvement, Change and Innovation. All managers conducted feedback sessions to involve their teams in action planning to achieve goals in these priority areas. The Ready, Set, Grow Learning Program promotes an adaptive, digitally literate and customer-focused workforce where managers and leaders foster ongoing learning and continual improvement. It structures development programs and activities into six streams: project management; systems and technology;

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customer experience and communication; work health and safety/ wellbeing; and corporate governance and leadership. Programs to manage compliance and ongoing training aim to reduce non-compliance instances, reduce accidents and injuries, and sustain a safe, healthy and productive work environment. Our learning program was transformed to a virtual program called THRIVE in March 2020 to ensure continuous development and support to maintain capability, resilience and adaptability of the workforce throughout the COVID-19 pandemic. We entered the 2019 Local Government Professionals Australasian Management Challenge (AMC), an innovative development program that provides reallife local government experiences and challenges encountered by a senior management team. Senior leaders gave up their time to coach and mentor a team of staff to be more effective in how they think, lead, communicate, negotiate, analyse, and engage. The River Run all-staff conference was held over four days in August 2019. Staff engaged with colleagues from different directorates and participated in a collective effort to establish and embed shared goals, values and the pillars that underpin continued success.

In November 2019 we delivered the TRUE Women high school leadership program, a genuine collaboration between councillors, staff and community organisations for 100 students from six public high schools.

Diversity and Inclusion Action Plan 2019-2021 outlines the actions and goals our Diversity and Inclusion Committee and other teams are working towards achieving.

TRUE Woman and River Run were recognised in the Local Government Professionals awards for innovation in leadership and management and excellence in people and culture. This recognition supports our Employee Value Proposition to attract top talent to build and maintain a highly skilled and engaged workforce.

In August 2019 we launched our Wellness and Belonging Program. This program includes employee wellbeing policies, a drug and alcohol policy, quit smoking policy and strategies to manage the ageing workforce and allows flexibility to support work/life balance.

The Shine Bright Rewards Program rewarded and recognised more than 200 staff. The Program allows for managers and peers to nominate staff who show exemplary behaviour in living the organisation’s values, achieving the vision, and committing to safety, improvement and innovation or customer service. The Program allows staff to ‘say thanks’ to each other which alerts managers to behaviours they may not ordinarily see and encourages a culture of gratitude.

In addition, a new Human Resource Information System (HRIS) has addressed inefficiencies such as manual data management and integration inefficiencies. The new system means staff can more easily manage their details while eliminating paperbased processes. The engagement in self-guided online learning and virtual classrooms exemplified the workforce’s resilience and ability to adapt to new ways of learning and managing change.

We support staff to participate in mufti days, fundraising, community events and international events. Our social calendar encourages staff from different areas of the business to intermingle and support a charitable cause as well as celebrate the diversity of the workforce. We celebrate and promote this diversity as a strength of our organisation. Our Equal Employment Opportunity

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Work health and safety We put safety first in everything we do. A healthy and safe workplace that promotes staff wellbeing and a strong safety culture will help to achieve the vision of Safety and how we do business around here. To achieve this vision, Council adopted a three-year Work Health and Safety (WHS) Strategic Plan in 2018. This is aligned to the Community Strategic Plan and Operational Plan. This Plan identifies safety goals as: • developing a work health and safety management system that drives legislative compliance and operational efficiency • embedding a risk management program to identify and control work health and safety risks with a goal of eliminating workplace incidents, injuries, and illnesses • building consultative platforms to drive safety, accountability, innovation and collaboration • measuring safety performance to ensure clear safety goals and continual improvement • building a robust safety culture and leadership team that drives a safety-first mantra. Our Work Health and Safety Management System aligns with the AUS/NZ4801 framework, ensuring a riskbased approach and legislative compliance. Through collaboration and consultation, the workforce has learnt how to achieve sustainable change and effective processes and systems to minimise and control risks. Key policy and processes include a WHS policy and commitment, injury management and recover at work framework, individual WHS responsibilities and accountabilities for all staff, emergency management and preparedness, first aid management, consultation coordination and collaboration mechanisms, WHS issue resolution, confined space management, incident management and reporting, WHS objectives and statistical reporting, working alone guidelines, and confined space management. Key policies and processes for review in 2021 include contractor management, inspection and testing, hazardous substances, and chemical management, purchasing and design control.

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Following the review of the WHS Risk Management Program, we aligned the program with our Enterprise Risk Management Framework for complicity. This will move us towards a holistic approach to effectively identifying and controlling WHS risks while eliminating workplace incidents, injuries and illness.

Achievements • We updated the Injury Management and Recover at Work framework to comply with State Insurance Regulatory Authority guidelines, and rolled out procedures for WHS responsibilities and duty statements for all workers, managers and officers’ duty of care obligations. The new procedure is part of on-boarding new staff. • Our WHS Committee held 10 meetings in the reporting period, in line with the statutory obligations. • The WHS Committee endorsed the new WHS Guidelines for working in cold weather, during hot weather and in poor atmospheric conditions. • We began to draft a Safe Driver Policy to improve staff safety which will also reduce our insurance liability. • We introduced the new online Confined Spaces Register. • Safety Week was held in October 2019 with various safety awareness events including a safety innovation initiative where staff raised suggestions to mitigate workplace risks. Safety Week incorporated onsite health checks with external health professionals. • We adopted a Working from Home during COVID-19 Policy and checklist and processed 350 working from home requests. • We developed WHS Guidelines for interacting in the field (COVID-19) and interacting with customers in the workplace (COVID-19) to communicate infection control procedures. • We carried out risk assessments on the application of the public health orders prior to reopening Customer Service Centres, libraries, museum, community centres and halls. • We modified the online event booking system to include additional criteria and information in line with the public health requirements.

• We established a COVID-19 Rivernet intranet page as a central source of information for staff to access online safety and well-being related resources. • We completed the annual StateCover WHS management systems audit, meeting relevant safety standards and incorporating recommended safety improvements, culminating in the renewal of our insurance. • We achieved improved risk assessment processes and safety systems at work, through an increase in positive safety reporting, a reduction in workplace injuries and a reduction in the costs associated with workers’ compensation claims. We have achieved a premium reduction of more than $1 million since 2016/2017, which is forecast to continue into 2020/21. • WHS incident reporting and lost time injuries reduced but reported hazards increased. This increase in the identification of hazards enabled the WHS team to mitigate risks and reduce incidents including lost time injuries and supported these efforts with relevant WHS training and toolbox talks. Georges River during COVID-19. Photography by Elder

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Depot team. Photography by Elder

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Work related fatalities and lost time injuries for Georges River Council â&#x20AC;&#x201C; comparison of last three financial years

Hazards, near misses and no lost time injuries reported

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Hazards, near misses and no lost time injuries reported

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Statutory information Senior staff remuneration Senior staff defined by the Local Government Act 1993 is the General Manager and Directors (Executives). This remuneration is for the period 1 July 2019 to 30 June 2020.

Super -SGL

Bonus

Non Cash Benefits

Motor Vehicle

FBT

Total Remuneration

$9,693.16

$20,531.42

$Nil

$460,017.04

Senior managers $1,570,295.96 $57,544.45

$123,342.54

$Nil

$1,751,182.95

Senior Staff General Manager

Salary (cash) Vehicle Component Allowance $429,792.46

Statement of activities EEO Management Plan The Equal Employment Opportunity (EEO), Diversity and Inclusion Plan demonstrates our commitment to support a fair and harmonious work environment for all employees. We believe diversity is what we represent and what we will continue to strive towards. We are committed to creating an inclusive and thriving workplace culture that celebrates differences in all its forms and to ensuring employees do not face unnecessary barriers to participating in, or realising their potential in, employment. We are committed to building and valuing a diverse workforce that represents the community we serve – a workforce that fosters a safe and professional workplace where we respect our differences, draw upon our strengths and collaborate in unity to create our diverse culture. We embrace and celebrate the diversity of people, such as differences in cultural backgrounds, race, ethnicity, disability, age, gender identity or sexual orientation. The EEO, Diversity and Inclusion Individual Action Plans remove any employment-related disadvantages and barriers and support our staff to realise their full potential while working for us. We drive a united, professional, and honest workplace where we are accountable for our own actions. We strive to adopt a workplace that fosters innovation, performance and productivity by empowering our diverse workforce to utilise the unique skills, ideas, perspectives, and qualities that they contribute every day. This action plan has individual programs to ensure we satisfy our commitment to EEO and Diversity and Inclusion. The Action Plans include: • Diversity Action Plan 2019 – 2021 • Multicultural Action Plan 2019 – 2021 • Disability Inclusion Action Plan 2019 - 2021 • Youth and Young Professionals Plan 2019 – 2021 • Mature Age Action Plan 2019 – 2021 • Aboriginal and Torres Strait Islander Action Plan 2019 – 2021 Each Plan has a set of goals, actions, lead work areas and timelines for completion. Significant initiatives and achievements for this period include: • leadership team involvement in mentoring and coaching to promote upcoming female leaders in the community and Council e.g. True Women, Australasian Management Challenge • a communications plan enabling our staff to utilise the resources actioned by the Diversity and Inclusion Committee 214

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• • • • •

a Multicultural Champion appointed as part of the Executive team senior management and coordinators completing diversity and inclusion people management skills training a recruitment policy and employer branding to promote our diversity, inclusion and belonging new talent pools that provide opportunities for potential employees for the next 12 months Upskilling through online training modules for all levels of staff.

Overseas visits representing Council There were no overseas visits representing Council during 2019/20.

External bodies that exercised functions delegated by Council South Sydney Planning Panel (SSPP) Sydney and Regional Planning Panels were introduced and mandated under the Environmental Planning and Assessment Act 1979 to NSW in 2009 to strengthen decision making on regionally significant development applications and other planning matters. The functions of the SSPP is to: • determine regionally significant development applications (DAs), certain other DAs and s4.55(2) and s4.56 modification applications • act as the Planning Proposal Authority (PPA) when directed • undertake rezoning reviews • provide advice on other planning and development matters when requested • determine site compatibility certificates under the State Environmental Planning Policy (Housing for Seniors or People with a Disability) 2004.

Development applications The planning panels determine regionally significant DAs, certain other DAs and s4.55(2) and s4.56 modification applications. • Regional development, as outlined in Schedule 7 of the State Environmental Planning Policy (State and Regional Development) 2011 • development with a capital investment value (CIV)* more than $30 million • Development with a CIV* more than $5 million which is: - council related - lodged by or on behalf of the Crown (State of NSW) - private infrastructure and community facilities - eco-tourist facilities - extractive industries, waste facilities and marinas that are designated development, - certain coastal subdivisions • development with a CIV* between $10 million and $30 million which is referred to the Planning Panel by the applicant after 120 days. *Capital investment value (CIV) is calculated at the time of lodgement of the DA for the purpose of determining whether an application should go to a Planning Panel - refer to Planning Circular PS 10-008.

Rezoning reviews The planning panels may undertake independent reviews of some council and Department of Planning, Industry and Environment decisions in the plan making process. By providing an opportunity for an independent body to give advice on LEPs, the review processes allow councils and proponents to have decisions about the strategic merits of proposed amendments reconsidered.

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A request for a rezoning review can be submitted by a proponent where Council: • has notified the proponent that the request to prepare a planning proposal is not supported, or • has not indicated its support 90 days after the proponent submitted a request accompanied by the required information, or • has failed to submit a planning proposal for a Gateway determination within a reasonable time after the council has indicated its support. The review and determination should be in accordance with the Planning Circular PS 18-012 (or as updated). The Planning Panel will determine whether the planning proposal should proceed, or not proceed, for a Gateway determination. The Panel’s decision will be based on the strategic and site specific merits of a proposal.

Georges River Local Planning Panel (LPP) Local planning panels (formerly Independent Hearing And Assessment Panels) are panels of independent experts that determine DAs on behalf of Council and provide advice on other planning matters, including planning proposals. Under the EP&A Act, local planning panels became mandatory in 2018 for all Greater Sydney councils so that the process of assessment and determination of DAs with a high corruption risk, sensitivity or strategic importance is transparent and accountable. The functions of the Georges River Council Local Planning Panel (LPP) are to: • determine development applications, modification of consent applications and review of determinations that are within the delegations pursuant to the provisions of the EP&A Act and from the Council • provide advice on planning proposals pursuant to the provisions of the EP&A Act • act as the PPA for specific planning proposals as identified by Council • provide an independent and open forum for interested people and the community to make submissions relevant to the applications before LPP • increase transparency for the determination of significant DAs and planning proposals made to the Council • achieve good urban design and development outcomes consistent with the relevant legislation and planning controls.

Bodies in which Council had controlling interest Georges River Council had no controlling interest in any corporations, companies, partnerships, syndicates, ventures or other bodies in 2019/20.

Bodies in which the Council participated Council representatives participated in the following external organisations during 2019/20: • Advance Diversity Services • ANSTO • Australian Smart Communities Association (ASCA) • City Possible • Committee for Sydney • Georges River Keeper (GRCCC) • Greater Sydney Commission (Kogarah Collaboration Area) • Local Government Professionals NSW • LGNSW IT Professionals Network • NSW Public Libraries Association • NSW Public Sector Network

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• • • • • • • • • • • • • • • •

Planning Institute of Australia Realise Sydney (former Business Enterprise Centre) Records and Information Management Professionals Australasia Reframing Aging Group Engagement (RAGE) Regional Development Australia Resilient Sydney South East Sydney Local Health District Board Community Partnerships Committee South Sydney Regional Advisory Council (SSRAC) Smart Cities Council Australia and New Zealand Southern Sydney Regional Organisation of Councils (SSROC) St George Business Chamber Sydney Regional Illegal Dumping Squad Carss Park Community Garden St George Police Area Command University of New South Wales and Street Furniture Australia – Smart Suburbs Collaboration University of Technology Sydney, Regional Development Australia Sydney and ANSTO Innovation partnership

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Georges River Civic Centre

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Governance This section provides information on our democratic and corporate governance arrangements and profiles of councillors.

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GOVERNANCE

The Georges River local government elections were held on 9 September 2017, with 15 councillors elected across five wards. Together the councillors, as Council, formed the governing body of the Georges River LGA. This elected Council will hold office until September 2021 and must act in accordance with the Local Government Act 1993 and associated State and Commonwealth Legislation. Councillors are democratically elected by the residents and ratepayers of Georges River Council. Once elected, they are responsible for reviewing matters and debating issues before Council. They take an Oath of Office to carry out this role impartially, to the best of their ability, and in the best interests of LGA. The elected Council sets the overall direction for the LGA through long-term planning and decision-making. It adopts a strategic view of the future it wishes to achieve for its community and develops plans and policies to achieve this. At the Extraordinary Council Meeting held on 23 September 2019, the Mayor Councillor Kevin Greene was re-elected and Deputy Mayor, Councillor Con Hindi was elected. On 25 March 2020 Office of Local Government Circular 20-10 advised of the postponement of the local government elections to address the risks posed by the COVID-19 pandemic. The postponement will not change the future schedule of council elections, and the subsequent election will still proceed in September 2024. On 29 June 2020 Office of Local Government Circular 20-25 advised the date of the next ordinary local government elections will be 4 September 2021 also noting that mayors elected in September 2019 will continue to hold office until that date.

Carss Bush Park Foreshore.

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Georges River Council // Annual Report 2019/20

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GOVERNANCE

Wards Hurstville Ward Councillor Vince Badalati Councillor Nancy Liu Councillor Christina Wu

Mortdale Ward Councillor Con Hindi

(Deputy Mayor September 2019 – September 2020)

Councillor Warren Tegg Councillor Lou Konjarski

Kogarah Bay Ward Councillor Stephen Agius Councillor Nick Katris Councillor Leesha Payor

BEVERLY HILLS KINGSGROVE

NARWEE

RIVERWOOD

Hurstville Ward HURSTVILLE

PEAKHURST

PENSHURST

Mortdale Ward MORTDALE

KOGARAH ALLAWAH

SA LT

Peakhurst Ward N PA

Blakehurst Ward

PEAKHURST HEIGHTS

CARLTON

Kogarah Bay Ward

SOUTH HURSTVILLE

BEVERLEY PARK

HURSTVILLE GROVE OATLEY KOGARAH BAY

LUGARNO CONNELLS POINT

KYLE BAY

GEORGES RIVER

CARSS PARK

BLAKEHURST SAN SOUCI

Peakhurst Ward Councillor Kevin Greene (Mayor) Councillor Rita Kastanias Councillor Colleen Symington

Blakehurst

Blakehurst Ward Councillor Sam Elmir

(Deputy Mayor from September 2018 – September 2019)

Councillor Sandy Grekas Councillor Kathryn Landsberry

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Georges River Council // Annual Report 2019/20

Our Councillors

Councillor Sam Elimir (Deputy Mayor from September 2018 – September 2019) T 0410 654 310 E selmir@georgesriver.nsw.gov.au Political Party: Liberal Party Cr Elmir is a lifelong resident of the St George community and served as a Councillor on Kogarah Council from 20082012. He is involved in a number of local charitable organisations and is a proud supporter of many local sporting clubs. Cr Elmir is focused on ensuring strong financial management of Council and is passionate about improving the liveability and facilities in the area. Cr Elmir has initiated action through Council on a number of important issues such as anti-social driving; requesting the installation of bike racks and investigating alternate active transport models; identifying possible locations for a new Regional Aquatic Facility; the creation of a Creative Cultural Strategy; and the preparation of a “Business First Strategy” for the Local Government Area.

BLAKEHURST WARD

Councillor Sandy Grekas T 0424 617 831 E sgrekas@georgesriver.nsw.gov.au Political Party: Independent

Councillor Kathryn Landsberry T 0419 984 934 E klandsberry@georgesriver.nsw.gov.au Political Party: Australian Labor Party

First elected to Georges River Council in September 2017, Cr Grekas has lived in the Georges River Area for 20 years. She is a high school teacher and also runs mentoring programs between businesses and Western Sydney high school students through the Australian Business Community Network. Cr Grekas holds an undergraduate degree in Foreign Service from Georgetown University (USA), a Master’s degree in Public Policy from the University of Sydney, and more recently, a Bachelor’s degree in Teaching (Secondary) from Charles Sturt University.

First elected to Kogarah City Council serving as a Councillor 2004-2016 and as Deputy Mayor 2007-2008. During this time Cr Landsberry was chairperson of several Committees and a member of all Council’s working parties. She has lived in the Georges River Council area for most of her life.

She has three children who are involved in local sports, and has been involved in the Oatley Public School P&C since 2010 and Port Hacking High School P&C since 2017. Cr Grekas is the Chair of the Assets and Infrastructure Committee and the Canterbury Bankstown – Georges River Bushfire Management Committee. She is a strong community advocate and hopes to bring more Council investment to local facilities that impact residents and families on a daily basis; facilities such as parks, playgrounds, sporting fields, aquatic/ leisure centres, libraries and community centres. She believes that delivering better services for our residents should be a priority for Council.

Cr Landsberry was elected as Georges River Council’s inaugural Deputy Mayor in 2017, and is currently a member of the Community and Culture and Environment and Planning Standing Committees. Cr Landsberry is committed to representing the interests of Georges River Council residents, and ensuring that Council’s policies, amenities and infrastructure projects are of high quality, serve the community’s needs now and into the future, and she is also committed to rebuilding a new aquatic facility at Carss Park.

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GOVERNANCE

Our Councillors

Councillor Vince Badalati T 0411 745 255 E vbadalati@georgesriver.nsw.gov.au

Councillor Nancy Liu T 0400 681 188 E nliu@georgesriver.nsw.gov.au Political Party: Independent

Councillor Christina Wu T 0400 241 851 E cwu@georgesriver.nsw.gov.au Political Party: Liberal Party

Cr Badalati was first elected to Hurstville City Council, serving as Councillor from 1999 and as Mayor for seven years from 2001-2004, 2005-2008 and then again from 2015-2016.

First elected to Hurstville City Council and served as a Councillor from 2008-2016 and as Deputy Mayor from 2013-2014. Cr Liu has lived in the St George Area for 20 years and holds a Bachelor in Economics. Cr Liu is a small business owner, has run a locally owned business with her husband for over 18 years and was involved in the establishment of the Local Chinese Chamber of Commerce. Cr Liu is a Justice of the Peace and has worked hard to represent the residents and their interests while serving on Council.

First elected as a Councillor in 2012-2016, Cr Wu runs an accounting firm with her husband and is of Chinese and Korean background, speaking both languages fluently. Cr Wu holds a Bachelor of Law Degree, a Master of Commerce with a Major in Accounting and Minor in Taxation Law from Sydney University as well as a Master of International Business from the University of Wollongong.

Political Party: Australian Labor Party

Cr Badalati has lived in the St George area since 1977 and is committed to having no Council rate rises above those determined by IPART and no fee increases for childcare centres over the first term of the new Council. He was successful in doubling the Council Pensioner Rebate from $75 to $150 and wants to help more young families by building more childcare centres. Cr Badalati has served on many Council committees and chaired the Hurstville Council Traffic Committee for 6 years and the Finance Committee for 7 years. Since the amalgamation of Hurstville and Kogarah Councils, Cr Badalati has been appointed as the Chairperson for the Finance and Governance Committee for 2018/2019 and recently re-appointed for 2019/20. More recently, Cr Badalati has been appointed as the Chairperson for the Georges River Traffic Advisory Committee for 2019/20 and has also served for two years as the Senior Vice President of The Southern Sydney Regional Organisation of Councils (SSROC), as a Board member for Local Government NSW and is a Board member and Treasurer of the Kingsgrove Community Aid Centre.

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HURSTVILLE WARD

Cr Liu has participated in many Council committees including Community Services, Community Safety and the Lunar New Year Committees. As a former Councillor she also served on the Implementation Advisory Committee from 2016-2017. Cr Liu had previous experience as a member of many local resident organisations including the Penshurst Action Group, current committee member of the St Georges Swim Club. She has been active in many community organisations including CanRevive and Lions. Cr Liu is focused on making the Georges River LGA a safer and more dynamic place. She wants to make sure that there is openness and transparency around Councilâ&#x20AC;&#x2122;s decision making processes and to build and promote community spirit and culture through events and celebrations. During this COVID-19 pandemic, she is currently taking an active role, showing leadership and community spirit.

Georges River Council // Annual Report 2019/20

Cr Wu has served on many Committees for the previous Hurstville City Council and this experience includes chairing both the Multicultural and Community Safety Committee as well as co-chairing the Lunar New Year Committee. Cr Wu will continue to make the Hurstville Ward a better place to live and work and is committed to protecting our suburbs from inappropriate overdevelopment and in assisting small businesses by reducing red tape. She wants to fix parking problems by introducing a Georges River Council commuter parking master plan and to upgrade the local hospital by working closely with the NSW State Government on the St George Hospital.

KOGARAH BAY WARD

Councillor Stephen Agius T 0419 556 023 E sagius@georgesriver.nsw.gov.au Political Party: Liberal Party

Councillor Nick Katris T 0419 402 191 E nkatris@georgesriver.nsw.gov.au Political Party: Australian Labor Party

First elected to Kogarah City Council serving as Councillor from 2008-2016 and as Mayor 2013-2014 and again in 2015-2016. Cr Agius has been a lifelong resident of Kogarah and has operated a small business in the Kogarah CBD since 2001. Cr Agius holds a Bachelor of Science and a Master of Chiropractic from Macquarie University.

First elected to Kogarah City Council and serving as a Councillor for 22 years (five terms) from 1994-2016 and as Mayor 2007-2008. Cr Katris has lived in the Georges River LGA for over 30 years and has worked as a Registered Architect in private practice for nearly 40 years.

Cr Agius has served on many committees including Assets and Services Committee, Environment and Planning Committee, Community Services Committee, Audit Committee, Joint Regional Planning Panel (JRPP) and the Southern Sydney Region of Councils (SSROC). He also served on the Implementation Advisory Committee to assist in the successful smooth transition to the newly formed Georges River Council after the Hurstville and Kogarah Council’s amalgamated. Cr Agius has worked with many diverse organisations and community groups, both personally and professionally, and his experience in operating a small business has given him the first-hand experience needed to understand the issues and concerns in our community. Cr Agius knows how important it is to have these issues addressed by Council and is committed to delivering results to meet the expectations of the community

Cr Katris holds a Bachelor of Science – Architecture, Bachelor of Architecture – Honours and a Masters in Urban and Regional Planning. Cr Katris has also completed the Bio Banking Assessors Course and has a Certificate in Mediation. Cr Katris has sat on various Boards and Committees including the Building Regulations Advisory Committee, the Building Code of Australia Alternative Solutions Working Party of the Department of Planning, and on the NSW Government’s Joint Regional Planning Panel for the Sydney East Region. Currently he represents Council on the Sydney South planning Panel. He has served as the Chairperson of the Environment and Planning Committee and he was previously the Chairperson for the Community and Culture Committee. He keeps a keen interest on matters relating to all levels of Government as they affect our local Community.

Councillor Leesha Payor T 0419 616 898 E lpayor@georgesriver.nsw.gov.au Political Party: Kogarah Residents’ Association First elected to Georges River Council in September 2017, Cr Payor has lived in Kogarah Bay Ward since 1972. She has a long track-record of advocating and defending the interests of local residents and the wider community. Prior to joining Council, she also provided 20 years of voluntary service to numerous local and state-wide residents’ organisations. Cr Payor’s involvement in Council committees includes membership of the Environment and Planning, and Community and Culture Standing Committees. She strives to have objective studies form the basis for all planning and development proposals, and believes public participation should rightfully contribute to final decisions. She strongly supports improved community facilities, and the celebration of our heritage. Cr Payor’s priority on Council is to engage the community in strategic planning to shape the character of their local area, and for Council to integrate the infrastructure required for a healthy, liveable and sustainable environment for now and into the future.

Cr Katris believes that ratepayers should receive value for each dollar they contribute and that Councillors must take a proactive role in dealing with all issues that come before Council in a fair, just and transparent manner and always be on call in order to address all resident's issues. He strongly believes that Councillors must always act in a manner that serves the best interests of our community.

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GOVERNANCE

Our Councillors

Councillor Con Hindi (Deputy Mayor September 2019 â&#x20AC;&#x201C; September 2020) T 0408 383 783 E chindi@georgesriver.nsw.gov.au Political Party: Liberal Party Cr Hindi was first elected to Hurstville Cr Hindi was first elected to Hurstville City Council in 2004 where at different times he served as Councillor, Deputy Mayor and Mayor. He also served for two years as the Vice-President and three years as a Director for Local Government NSW. He served this year as Deputy Mayor on Georges River Council. He was recently elected as Vice President Junior for Southern Sydney Regional Organisation of Councils (SSROC). Cr Hindi has lived in the local area for over 40 years. Cr Hindi holds a Bachelor of Engineering from Sydney University and an Advanced Diploma in Project Management. He has also successfully completed the Company Directors Course. He is actively involved in local schools and churches and has raised money for the Red Cross, Salvation Army and Camp Quality. Cr Hindi has served on many committees of Georges River Council. He has been the Chairperson of the Environment and Planning Committee, Economic Development Advisory Committee and the Floodplain Risk Management Committee and has previously served as a Director on the St George and Sutherland Business Enterprise Centre.

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MORTDALE WARD

Councillor Warren Tegg T 0427 671 666 E wtegg@georgesriver.nsw.gov.au Political Party: Australian Labor Party

Councillor Lou Konjarski T 0421 188 896 E Lkonjarski@georgesriver.nsw.gov.au Political Party: Independent

First elected to Georges River Council in September 2017, Cr Tegg was born in and is a current resident of Penshurst and works as the Director of Policy at the Australian Manufacturing Workers' Union, where he campaigns to protect workers' rights. He has previously worked for the Minister for Communications and the Shadow Minister for Defence. Cr Tegg holds a Bachelor of Science and a Bachelor of Arts at Sydney University, and a Masters of Politics and Public Policy at Macquarie University.

First elected to Georges River Council in September 2017, Cr Konjarski has lived in the Georges River Area for 28 years. He owns an Accounting and Taxation practice in Hurstville and was Treasurer of Hurstville Chamber of Commerce from 2000-2013 and President from 20132015. Cr Konjarski is a public accountant, Chartered tax advisor and a registered tax and ASIC agent.

Cr Tegg is on the Community and Culture, and Assets and Infrastructure Standing Committees and the Audit, Risk and Improvement Committee for Georges River Council. Cr Tegg wants to ensure that Council looks after the basics including roads, footpaths, parks and community spaces. He also wants to make sure that Council delivers new infrastructure that meets the needs of all current and future residents. He plans to address a range of important policy issues affecting local residents, including rental housing affordability, increased quality and green space in new developments and proper governance at Council.

Georges River Council // Annual Report 2019/20

He is a fellow of the National Tax and Accountants' Association, Association of Taxation and Management Accountants and the Tax Institute, formerly the Taxation Institute of Australia. Cr Konjarski is a long time sponsor and supporter of St George Football Association, voluntarily assisting at grass roots level and has been involved with the push for all weather sporting fields in our area. Cr Konjarski has sat on various committees and helped to form the Safety Committee and Town Centre Committee sub committees with the Hurstville Chamber of Commerce. He is committed to being a voice for the community on topics including parking, all weather sporting fields and stopping the sale of public assets. Cr Konjarski will be making sure that the Council continues to address the needs and expectations of all St George residents.

PEAKHURST WARD

Councillor Kevin Greene Mayor T 9330 6020 E kgreene@georgesriver.nsw.gov.au Political Party: Australian Labor Party Cr Greene was a member of the NSW Parliament from 1999-2011, representing Georges River from 1999-2007 and Oatley from 2007-2011. He was the Minister for Community Services from 2007-2008, Minister for Gaming, Racing and Sports from 2008-2011 and the Minister for Major Events from 2010-2011. First elected to Georges River Council in September 2017, Cr Greene was also elected as Georges River Councilâ&#x20AC;&#x2122;s inaugural Mayor. Cr Greene has lived in the Georges River Area since 1965 and has had a career as a teacher, assistant Principal, and Principal from 1981-1998. Cr Greene holds a Bachelor of Education and a Diploma of Teaching. Whilst a member of NSW Parliament, Cr Greene was the Chairperson of the Public Works Committee from 2003-2007 and a Member of the Stay Safe Committee from 1999-2003. Cr Greene has participated on other Committees including the Chair for the Hurstville Centenary Sports Committee 1986, Hurstville Bicentennial Committee and the Hurstville Mayoral Golf Committee/Pro Am 2001-current. Cr Greene believes it is Councilâ&#x20AC;&#x2122;s responsibility to deliver the highest standards of services to the community whilst providing and maintaining a beautiful natural environment for families to raise their children in.

Councillor Rita Kastanias T 0416 009 695 E rkastanias@georgesriver.nsw.gov.au Political Party: Liberal Party

Councillor Colleen Symington T 0409 546 202 E csymington@georgesriver.nsw.gov.au Political Party: Australian Labor Party

Cr Kastanias has lived in the Peakhurst area for 30 years and runs a business at Lugarno. Living and running a business locally has helped her to create trust and confidence within the community, to listen and create a strong team where fresh ideas can flow.

First elected to Georges River Council in September 2017, Cr Symington has lived in the Georges River Area for 28 years and previously owned and operated two patisserie/cafes in the St George Area for over 20 years. Cr Symington has been employed by several Members of the NSW Parliament and is now based at Parliament assisting the Opposition Whip in the Legislative Assembly. Cr Symington holds a Bachelor of Business, Victoria University.

She served on the Georges River Implementation Advisory Committee as a former Councillor in 2016-2017 and has supported local sporting groups and charities whilst serving as a Councillor at Hurstville City Council. Cr Kastanias is committed to work with the community and Council to continually meet community expectations regarding strong financial management, convenient, affordable parking, improving community complaint resolutions, improving customer service and community engagement strategies. Cr Kastanias is committed to working with sporting clubs and charities, ensuring there is no overdevelopment in Lugarno/ Oatley and that the Lugarno and Oatley Villages are maintained. She would like Council to secure funding to improve water quality in the Georges River and to regenerate bush land in local parks. Cr Kastanias supports better design and planning management through community consultation and insists that Private Certifiers uphold Councilâ&#x20AC;&#x2122;s high standards and codes. She will lead with honesty, integrity and transparency, working together with the interests of the community through teamwork and cooperation to building a better place for the community of Georges River Council.

Cr Symington is a member of the Assets and Infrastructure Standing Committee and the Finance and Governance Standing Committee. Cr Symington also strongly supports Georges River Council embracing Innovation as it navigates its way through these very uncertain times. Cr Symington does not support reducing Council staff and service levels. Cr Symington also considers that as custodians of resident and rate payer funds and assets, Councillors have a significant role in ensuring that these funds are spent wisely and effectively and that the assets are well maintained. Cr Symington believes that Council must continue to play an integral role raising awareness and in supporting primary and secondary victims of domestic abuse within the LGA. Cr Symington believes that it is imperative that residents continue to have opportunities to voice their concerns about issues that are impacting on their quality of life particularly through their Councillors, who should make themselves available when called upon.

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GOVERNANCE

Democratic governance Council meetings Ordinary Council meetings are scheduled for the fourth Monday of each month (February – December) at Georges River Civic Centre, corner Dora and MacMahon Streets, Hurstville, commencing at 7.00pm. Committee meetings are scheduled for the second Monday of each month, commencing at either 6.00pm or 7.00pm. Extraordinary Council meetings are called when required. Meeting dates are available on our website. Council meetings deal with reports prepared by staff on policy, finance, land use planning, the results of public exhibitions and consultation, legal matters, legislative requirements and other matters of interest to the community. The Mayor and Councillors can also raise matters to be debated at Council meetings through mayoral minutes, notices of motion and rescission motions. A decision is made when a majority of councillors vote in favour of a motion. All Council meeting proceedings are recorded and live-streamed via our website. Council meetings business papers are made available to the public on our website on the Thursday prior to a Council meeting. Meeting minutes are available on the website.

Committee meetings Committees may make recommendations to Council on all relevant business presented before them. The following Committees meet on the second Monday of the month (February – December) and each consist of up to seven Councillor voting members: • • • •

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Environment and Planning Committee Finance and Governance Committee Community and Culture Committee Assets and Infrastructure Committee

Georges River Council // Annual Report 2019/20

Committee

Councillor Members

Purpose

Assets and Infrastructure Committee

Crs Sam Elmir, Sandy Grekas (Chair), Lou Konjarski, Nancy Liu, Colleen Symington and Warren Tegg

Capital works programs, infrastructure plus program, stormwater/ drainage, re-sheet program, capital infrastructure, Local Traffic Advisory Committee, Asset Management Plan, Depot Master Plan, procurement and tenders.

Community and Culture Committee

Crs Sandy Grekas, Lou Konjarski, Kathryn Landsberry (Chair), Leesha Payor, Warren Tegg and Christine Wu

Community Services and Facilities, Community Grant Programs, Communitybased policies, Council-managed child care, library services, major events, customer service, procurement and tenders.

Environment and Planning Committee

Crs Stephen Agius, Vince Badalati, Con Hindi, Rita Kastanias, Nick Katris (Chair), Kathryn Landsberry, Leesha Payor and Christina Wu

Studies and strategies relating to a range of planning, environment, building and regulatory matters, development, planning and regulatory documents including policies, master plans, plans of management, local approval plans, DCPs, planning proposals for an amendment to an environmental planning instrument, VPA submitted with a development application or planning proposal, procurement and tenders, summary of the actions and outcomes of the Land and Environment Court.

Finance and Governance Committee

Crs Stephen Agius, Vince Badalati (Chair), Sam Elmir, Con Hindi, Rita Kastanias, Nick Katris, Nancy Liu and Colleen Symington

Financial matters, corporate policies, procurement and tenders, risk management, integrated planning and reporting, rating matters, investments, internal and external audit, court action and legal matters, property matters, governance and operational matters.

Georges River Civic Centre exterior.

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Advisory and reference committees To assist in the decision-making process and the operation of Council, Advisory And Reference Committees are established for a period of time to provide advice and perform other functions. These groups often include members of the community and well as some or all councillors. As part of the decision-making process, recommendations made by these formal and informal forums may be referred to an ordinary meeting of Council for a decision. the following Advisory or Reference Committees operated or were established during 2019/20:

Traffic Advisory Committee

Cr Vince Badalati (Chair)

Consider all traffic, parking and transport management issues in accordance with delegated powers from Transport for NSW.

Community Grants Assessment Panel

Crs Vince Badalati, Con Hindi, Rita Kastanias, Nick Katris, Kathryn Landsberry and Christina Wu

Consider matters related to Council’s annual Community Grants programs, in accordance with the Georges River Council Grants, Donations and Sponsorship Policy.

Floodplain Risk Management Panel

Cr Con Hindi

Provide advice on the development and implementation of floodplain risk management studies, and plans throughout the Georges River LGA in accordance with the NSW Floodplain Development Manual 2005.

Environmental Resilience Committee

Executive-led

Provide a forum to facilitate the incorporation of sustainability into Council’s decision making processes.

Crs Warren Tegg and Christina Wu

Advise Council on compliance, risk management, fraud control, financial management, governance, control framework, implementation of the Community Strategic Plan and Delivery Program, strategies and business improvement related matters. (see page ** for further information)

Audit Risk and Improvement Committee

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Georges River Local Planning Panel

Ensure the process of assessing and determining DAs is transparent and accountable.

Georges River Economic Development Advisory Committee

The Georges River Economic Development Advisory Committee is comprised of community and community sector representatives, as well as industry representatives drawn from health, manufacturing, finance, education, hospitality, sport and retail. Council, at is meeting held on 25 May 2020 resolved “(e) that the Economic Development Advisory Committee be repealed” and “(f) that the community members of the Economic Development Advisory Committee be invited to form a reference group to support and advise the Recovery Expert Panel and the General Manager be authorised, in consultation with the Mayor, to appoint other members if required”.

Georges River Council // Annual Report 2019/20

Statutory information Councillor Meeting Attendance

Committee meetings (entitled to attend/ attended)

Ordinary meetings (entitled to attend/ attended)

Extraordinary Council (entitled to attend/ attended)

Other (Budget Estimates and Briefing Session)

1 July 2019 to 30 June 2020

Kevin Greene (Mayor) (ex-officio member)

**4/22

11/11

4/4

35/57

Stephen Agius

20/22

11/11

4/4

26/57

Vince Badalati

22/22

11/11

4/4

54/57

Sam Elmir

22/22

10/11

4/4

48/57

Sandy Grekas

22/22

10/11

4/4

43/57

Con Hindi

20/22

11/11

4/4

54/57

Rita Kastanias

16/22

9/11

4/4

27/57

Nick Katris

22/22

11/11

4/4

38/57

Lou Konjarski

*20/23

11/11

4/4

54/57

Kathryn Landsberry

20/22

10/11

4/4

46/57

Nancy Liu

18/22

11/11

4/4

38/57

Leesha Payor

22/22

11/11

4/4

57/57

Colleen Symington

20/22

9/11

4/4

38/57

Warren Tegg

*16/23

10/11

4/4

32/57

Christina Wu

18/22

8/11

3/4

34/57

Councillors

* Due to a restructure of Committee meeting times and membership in September 2019, Cr Konjarski and Cr Tegg had the opportunity to attend 23 Committee meetings. ** The Mayor, Kevin Greene is an â&#x20AC;&#x2DC;ex-officioâ&#x20AC;&#x2122; member of all Committees and attends a Committee at his discretion.

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Councillor Expenses and Provision of Facilities 2019/20 Expenditure

232

Allowances

$466,010

Office equipment

$12,994

Phone calls

$18,771

Conferences

$4,981

Training

$5,659

Interstate visits

$177

Overseas visits

Spouse expenses

Carer expenses

Other costs

$13,432

Total

$522,024

Georges River Council // Annual Report 2019/20

Corporate governance New Code of Meeting Practice In May 2019, Council adopted a new Code of Meeting Practice, based on the Model Code of Meeting Practice for local councils in NSW: • In addition to webcasting Ordinary Meetings of Council, Council will also webcast all Advisory Committee Meetings, Standing Committee Meetings and Extraordinary Meetings of Council, commencing 1 June 2019. • Public forums are to be held prior to all Standing Committee Meetings, Ordinary Meetings of Council and Extraordinary Meetings of Council. • The number of public speakers was retained at three speakers for and three speakers against any item on the agenda. • Public speakers will be permitted to speak on more than one item of business on the agenda, subject to the approval of the General Manager. • The use of audio or visual aids will be permitted subject to the speaker providing notification at the time of registering their request to speak and subject to the content of the aids not containing offensive or defamatory material. • An extension of time may be granted to registered speakers in extenuating circumstances at the discretion of the Chairperson. • Video recordings of Council meetings are to be retained for 12 months on Council’s website. • ‘Matters of Privilege’ are removed from the Order of Business Amendments to the Local Government Act 1993 allowed councils to meet remotely to reduce the risk of COVID-19. Meetings of Council were held remotely via Skype from March 2020 to June 2020. In order to ensure the same level of public participation in these meetings of Council, the Public Forum portion of each meeting was adapted. When members of the public registered to address Council, they provided a written submission which was read aloud to the Skype meeting.

Ethical conduct Good governance are the processes and behaviours that ensure an organisation is able to meet its intended purpose, conforms by complying with laws, codes, policies and procedures while meeting community expectations of probity, accountability and transparency.

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Code of Conduct Our Code of Conduct incorporates the provisions of the Office of Local Governmentâ&#x20AC;&#x2122;s Model Code of Conduct for Local Councils in NSW and includes additional provisions relevant to Council. We have adopted an Ethical Conduct Framework which includes the Code of Conduct, the Code of Meeting Practice and our Statement of Business Ethics. The Code of Conduct is the principal document which forms the foundation for a strong ethical culture at Council. This Framework includes a suite of policies and procedures that we have developed which provide further guidance in regards to ethical conduct. Failure to comply with these policies and procedures would therefore be a breach of the Code of Conduct. Twenty-one complaints were made about councillors and the General Manager during 2019/20 under the Code of Conduct. The cost of dealing with these complaints, including staff costs, is $147,581.

Other governance policies The Public Interest Disclosures Reporting Policy was adopted by Council in June 2020 after the provision of workshops facilitated by the NSW Ombudsman in November 2019 and the Local Government NSW e-Learning workshop for Councillors in June 2020. Our updated Fraud and Corruption Control Policy was adopted in June 2020 and we have commenced a review of the Fraud and Corruption Control Plan having regard to the foreshadowed changes to the Australian Standard

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Georges River Council // Annual Report 2019/20

on Fraud and Corruption Control (AS 8001:2008). In addition, our website was updated to include an online Suspected Corrupt Conduct Form to facilitate members of the public reporting suspected fraud and corruption. We have consulted across business areas on the review and update of staff delegations, culminating in the launch of a new Online Staff Delegations Register. We are implementing all actions arising from the recommendations of the Procurement Audit, entailing the restructure and recruitment of the procurement team and adoption of new procurement and contact management policies, the roll out of a new procurement Intranet portal and delivery of bespoke training specific to the needs of each directorate. Our Procurement Policy and thresholds was further updated to include an Interim Direction for local procurement in line with the adoption of our Economic and Social Recovery Plan, to encourage purchasing from suppliers in the LGA. Future priorities will focus on the implementation of actions arising from the recommendations of the Contract Management Audit and further updates to the contract management framework, systems and reporting.

Risk management Our risk management approach follows the principles and practices specified in the Australian and New Zealand Standard (AS/NZS) ISO 31000:2018 Risk Management â&#x20AC;&#x201C; Guidelines and tailored for our operating environment.

Enterprise Risk Management Framework Our Enterprise Risk Management Framework aims to support organisational objectives and considers all types of strategic, financial, regulatory, reputation, project and other operational risks. The framework provides the foundations and organisational arrangements for designing, implementing, monitoring, reviewing and continually improving risk management. It consists of: • Enterprise Risk Management Policy to clearly communicate our intent and commitment • Risk Appetite Statement to help guide management and risk owners in respect to the parameters of acceptable risk taking and tolerances • Enterprise Risk Management Plan to provide a roadmap of the approach to foster a positive risk-aware culture and outline the mechanisms for implementing, resourcing, communicating and improving risk management as well as measuring and reporting risk management performance • Risk Assessments and Reports including risk registers which are applicable to all functions.

Embedding risk management All Council officials should embed risk management into day-to-day activities so that risk management thinking is deeply entrenched into the organisation’s norms and prudent risk taking is aligned to risk appetite. Our integration of risk will follow these principles: • apply a transparent and consistent framework across the organisation • use a flexible approach to how we identify, respond and control risk to accommodate our range of activities • reinforce accountability at all levels • continually promote a positive risk culture where risk management is seen as an enabler, embraced and valued by Council officials and stakeholders • consider enterprise-wide risks in strategies, plans, reports, decisions, operations, events, activities and business processes. In June 2019 the Statewide Mutual Risk and Audit Maturity Benchmarking results reported Council to be within the top-three in assessment of the maturity of audit and enterprise risk management processes and functions across member councils. In November 2019 a Councillors’ workshop was held on the New Internal Audit and Risk Management Framework for councils in NSW, reporting the current audit and risk management system and functions are well positioned for the foreshadowed legislative changes by the Office of Local Government (OLG). Feedback was submitted to the OLG as part of the consultation period ending December 2019.

Lunar New Year 2020

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GOVERNANCE

Achievements

Business Continuity Plan

•

Our Business Continuity Management Policy governs the framework of Business Continuity Plans (BCPs).

•

• •

•

• •

•

The framework covers site-specific BCPs for Hurstville Civic Centre Administration Building, Customer Service Centre, Library, Childcare, Depot, Aquatic Centre, Pandemic, Technical Infrastructure Disaster Recovery and Local Emergency Management. They are used by staff to restore business operations in the event of an unscheduled business disruption or catastrophic event at our sites. The Plan is divided into four main parts which correspond to the key phases of a disaster as follows: • • • •

Emergency Response Crisis Management Business Recovery Business Resumption.

Incident occurs

Emergency? No

Yes

Execute Crisis Management Plan

Execute Business Recovery Plan

Execute Business Resumption Plan

Incident ends

Georges River Council // Annual Report 2019/20

Stage 1

Business crisis

236

Execute Emergency Response Plan

Stage 2

Stage 3

Stage 4

Business Continuity Plan

Commenced and completed the implementation of all actions arising from the recommendations of the Enterprise Risk Management Audit. Reviewed, consolidated and streamlined all risk registers by directorates with respect to strategic, operational and fraud related events. Integrated risk registers to reduce any duplication of risk events across functions and ensure cost effective monitoring and reporting by senior management and the Audit Risk and Improvement Committee. Adopted the updated Enterprise Risk Management Policy. Held workshops across directorates to ensure uptake and contribution to the integrated risk registers for council. Made risk a standing item on all meeting agendas to ensure identification, ownership, risk mitigation and appropriate management. Held risk education and workshops held to capture current climate. Regularly reviewed risk registers in each directorate to update any items that are no longer current. Held relevant risk training conducted for all directorates. Held a business continuity scenario training exercise held with the crisis management team in September 2019. Developed the effective risk management of Business Continuity COVID-19 action plan and held a debrief workshop to capture learning across council operational areas and identify improvements to assist future disruption event.

Our BCP was activated on 9 March 2020 by the General Manager after consultation with the Crisis Management Team (CMT). This took place several weeks prior to the Council meeting held on 20 April 2020. Jardine Lloyd Thompson (JLT), our risk insurer and a key external stakeholder involved in developing our BCP, was consulted prior to the General Manager activating the Plan. The BCP allows us to prepare for and continue to operate after an incident or crisis occurs. It assists with the identification and reduction of risk, where possible, to prepare it for those risks that are uncontrollable. In order to monitor the evolving situation, the CMT had daily COVID-19 meetings, including the welfare of staff and the community, followed by information updates on our website and communications to staff through a dedicated COVID-19 intranet page. Daily reports included an overview of critical statistics such as: • staffing (self-isolation, working from home, redeployment, vulnerable staff (those more than 60 and 70 years of age) • customer service • children’s services • financial hardship enquiries • service delivery (waste, aquatics, etc) • commercial and community property lease enquiries • IMT and digital infrastructure updates • daily audit of essential staff present in the Civic Centre (in line with Public Health Order gathering restrictions). Council received updates on the BCP and contingencies in respect to COVID-19 and the budget impact of COVID-19, including reports on decisions made pursuant to the Instrument of Delegation to the Mayor (Emergency Administrative Provisions). The daily COVID-19 meetings continued until 15 May 2020, after which meetings were held each week as restrictions were lifted, in line with Public Health Orders.

Georges River Civic Centre

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GOVERNANCE

Audit, Risk and Improvement Committee The Audit, Risk and Improvement Committee provides Council with independent assurance and assistance on its compliance, risk management, financial management, governance, audit, fraud control and service delivery responsibilities. There are three independent members and two councillors on the Committee. The membership has remained stable over the past two years since the election of the amalgamated Council. Two of the independent members had their appointments extended in September 2019 to carry through to 31 December 2020.

Committee Profiles Councillor Christina Wu

Councillor Warren Tegg

adviser, consultant and trainer in the fields of integrity and culture, probity, fraud control, risk, governance and internal audit. Stephen serves as an independent member on a number of audit and risk committees across state and local government bodies in NSW and Victoria, and chairs five of these. Elizabeth Gavey-Committee Member B Com (Economics) LLB GAICD Elizabeth joined the Audit Risk and Improvement Committee as an independent member when it was first constituted in August 2016. She also serves on the Audit, Risk and Improvement Committees for four other councils in NW and on the Audit and Risk Committee for the NSW Electoral Commission. She has 30 years’ plus experience gained in commercial law, investment banking and the health sector and is an experienced company director in the not for profit sector. John Gordon – Committee Chair B.Comm.(hons.), FCA, CPA, ACIS, AAGI, AIIA (Aust.), MAICD, FLGAA, JP

Independent Members

John was appointed to the Committee as Chair since formation of the Committee in August 2016. He is an assurance, risk and corporate governance specialist. John had a career of over 30 years, 22 as an audit/ assurance partner with PricewaterhouseCoopers (PwC) and predecessor firms. Clients covered a broad range of organisations including listed public companies across most industry sectors. Public sector clients including Commonwealth, State and local government comprised approximately 30 per cent of John’s portfolio.

Stephen Horne-Committee Member PFIIA-Aus., CIA, CGAP, CRMA, FGIA, GAICD, B Bus,Grad Cert Mgt Comm, Grad Cert Fraud Control, Cert Public Admin, MIPAA Stephen had a 38-year career in the NSW public sector. His executive roles included Assistant AuditorGeneral for NSW, looking after Performance Audits, and Chief Executive of IAB, a Government Trading Enterprise undertaking internal audits and misconduct investigations for NSW Government and local government bodies. In 2015 Stephen established his company, Checks Balances and Integrity, offering services as a professional non-executive director and a specialist

238

Georges River Council // Annual Report 2019/20

John served in the roles of Hunter Region Managing Partner; NSW Local Government Leader; National Staff Partner, and National Risk Management Partner for the Resources, Services and Government Division of PwC. Since 2009, John works in governance and risk. He has served with audit and risk committees for over 20 ACT, NSW and NSW council agencies as well as not-for-profit organisations. He is a Board Member for South Western Sydney Local Health District, chairs the Finance, Performance and Assets Committee, is a member of the Audit and Risk Committee and the Research and Teaching Committee. John is chair or member of 13 audit and risk committees including nine in NSW local government.

Committee tasks

Internal Audit

The Committee operates under the Audit, Risk and Improvement Committee Charter which reflects the guidelines provided by the NSW Office of Local Government and industry best practice. The Charter was adopted by Council on 1 May 2017 and includes the new legislative responsibilities, including: • compliance • risk management • fraud control • financial management • governance • service reviews • implementation of the strategic plan, delivery program and strategies • collection of performance measurement data • The Committee annually adopts a forward responsibility meeting plan that ensures coverage of these responsibility areas over a twelve month period.

Chief Audit Executive

Key achievements

During 2019/20, substantial progress was made on the three-year 2018-2021 Audit Plan. The following audits were undertaken and reviewed by the Audit, Risk and Improvement Committee: • developer contributions • accounts payable • accounts receivable • voluntary planning agreements (VPAs) • Transport for New South Wales Driver and vehicle Information System (RMS Drives) Terms of Access Agreement • debtors management and debt recover • credit card transactions • time management • fire safety processes and compliance • Enterprise Risk Management – treatment plans • financial assistance • contract management.

The Committee reviewed all responsibility categories required by the Charter over the course of the year. This was facilitated by the adoption of a Forward Responsibility Calendar in August 2018, which reflects the requirements of the Charter and Legislation, allocating the varying responsibilities to nominated meetings across an 18 month period to ensure complete coverage. Key achievements include: • on target with the risk-based Audit Plan 2018-2021 • oversight of the development of Risk Management, Compliance and Governance Frameworks within a merged council arrangement • introduction of pre-meeting information briefing sessions to gain greater insights and understanding of Council • early review of the Draft Financial Statements for the year ended 30 June 2019 in September 2019

We have a full-time qualified Chief Audit Executive (Internal Auditor) reporting administratively to the General Manager and functionally to the Audit, Risk and Improvement Committee. The Chief Audit Executive is a member of the Institute of Internal Auditors and, by being so, is required to comply with the International Standards for the Professional Practice of Internal Auditing. This position strives to support the Committee as well as performing other internal audit functions included in an Internal Audit Charter. This includes developing and implementing the three-year risk-based Audit Plan, carrying out/coordinating internal audits, providing related consultancy advice and conducting related investigations. The Chief Audit Executive has the capacity to engage experienced contractors to undertake selected reviews and internal audits.

Internal Audit Plan

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239

Detail of mural by artist Mandy Salter, a.k.a. MAN.De on the corner of Dora and MacMahon Street, Hurstville

240

Additional Statutory Information

This section contains a range of information important to Council as an organisation, including statutory information required under the Local Government Act 2009.

241

ADDITIONAL STATUTORY INFORMATION

Grant funding In addition to the funding received from the Commonwealth Financial Assistance Grants and the NSW Government Stronger Communities Fund, we received funding from several Commonwealth and State programs in 2019/20 to assist with provision of facilities and services to the community. We received around $12 million in grant funding for operational projects and just over $5.2 million in funding for a variety of capital projects to improve infrastructure in the LGA.

Operational grants

242

Purpose

Grant provider

Amount

Childcare Benefit – Subsidy Fee Relief

Department of Education, Skills and Employment

$2,753,267

Childcare – Salary Subsidies

NSW Department of Education

$552,000

South Hurstville Kindergarten – Operational Subsidy and Disability Programs

NSW Department of Education

$31,366

COVID-19 Local Government Early Childhood Education and Care payment program

NSW Department of Education

$550,350

Childcare - Quality Learning Environment Grant

NSW Department of Education

$57,718

Childcare - Community Grants

NSW Department of Education

$20,000

Financial Assistance Grant

Local Government Grants Commission NSW

$4,450,542

Smart Cities and Suburbs

Department of Industry, Science, Energy and Resources

$123,715

Flying-Fox Management Plan - Oatley

NSW Department of Planning, Industry and Environment

$9,830

Communities and Environment Plan Study of Biodiversity and Threatened Habitats

Department of Industry, Science, Energy and Resources

$15,000

Better Waste and Recycling Fund

Environment Protection Authority NSW

$154,941

Council Pound Grant

Local Government, Planning and Policy

$4,000

Accelerated LEP Review Program Funding

NSW Department of Planning, Industry and Environment

$1,250,000

Public Library Funding Strategy

State Library of NSW

$388,107

NSWPLA COVID-19 Claim

NSW Public Libraries Association

$1,125

Community Heritage Grants 2019 -Libraries Local Studies collection

National Library of Australia

$4,500

Tech Savvy Seniors Funding 2019-20

State Library of NSW

$1,150

Youth Worker Grant

Family and Community Services NSW

$41,012

Arts and Cultural Funding Program

Department of Premier and Cabinet NSW

$50,000

Georges River Council // Annual Report 2019/20

Purpose

Grant provider

Amount

Youth Week

Department of Communities and Justice

$3,716

National Carers Week (NAIDOC)

Family and Community Services NSW

$1,000

Communities Environment ProgramBeverly Hills Park Restoration

Department of Industry, Innovation and Science

$20,000

Greater Sydney Local Land Services Riverwood Wetland Restoration

NSW Department of Planning, Industry and Environment

$20,000

Environmental Trust - Restoration and Rehabilitation of Gannons Park, Peakhurst

NSW Department of Planning, Industry and Environment

$26,400

Communities Environment Program Moore Park

Department of Industry, Innovation and Science

$20,000

Communities Environment Program Evatt Park

Department of Industry, Innovation and Science

$20,000

Local Government Road Safety Program (Salary - Road Safety Officer)

Roads and Maritime Services

$50,000

Pedestrian Thermoplastic Stencils

Roads and Maritime Services

$3,500

Speed Bin Stickers

Roads and Maritime Services

$2,000

Child Restraint Days

Roads and Maritime Services

$4,000

GLS Workshops

Roads and Maritime Services

$1,500

Community War Memorials Grant

Department of Communities and Justice NSW

$10,000

Accelerated Street Lighting Replacement Program

NSW Department of Planning, Industry and Environment

$118,689

Traffic Route Lighting Subsidy Scheme (TRLSS)

Roads and Maritime Services

$342,000

Five Million Trees Greater Sydney Grant Program Cool Places Urban Oasis Project

NSW Department of Planning, Industry and Environment

$20,000

Five Million Trees Greater Sydney Grant Program Forest Roads Canopy Corridors

NSW Department of Planning, Industry and Environment

$69,000

Communities Environment Program - Establishing Tree Canopy Wildlife Corridors

NSW Department of Planning, Industry and Environment

$15,000

Local Infrastructure Renewal Scheme (LIRS) - Jubilee Park Upgrade

Division of Local Government, Department of Premier and Cabinet NSW

$48,599

Georges River foreshore access improvement plan

Office of Environment Heritage NSW

$17,035

Roads to Recovery

Commonwealth Department of Infrastructure, Transport, Cities and Regional Development

$710,000

Coastal Management Program

NSW Department of Planning, Industry and Environment

$20,212

SUBTOTAL

$12,001,275

A leading, people-focused organisation delivering outstanding results for our community and city

243

ADDITIONAL STATUTORY INFORMATION

Capital grants

244

Purpose

Grant provider

Amount

Public Library Funding Strategy

State Library of NSW

$56,212

Timothy Reserve - Hurstville Oval Practice Net Upgrade

Cricket NSW

$30,000

Harold Fraser Oval

Office of Sport NSW

$2,500

Community Development Grants Program - Gannons Park Amenities Building

St George Football Association

$500,000

Infrastructure Grant -The construction of the Oatley Park Amenities

NSW Department of Industry

$270,000

Greater Sydney Sports Facility Fund Charles Pirie Inclusive Sports Amenities Building

Office of Sport NSW

$600,000

Improving Your Local Parks and Environment - Gannons Parkland Restoration Project

Department of Industry, Science, Energy and Resources

$120,000

Gannons Park Water Quality Improvement and Stormwater Harvesting

NSW Department of Planning, Industry and Environment

$2,000,000

Gannons Park Peakhurst - Renaturalisation Stage 2- Metropolitan Greenspace Program

NSW Department of Planning, Industry and Environment

$562,000

Kempt Field Adventure Playground

Department of Infrastructure, Transport, Regional Development and Communications

$375,000

Peakhurst Park Synthetic field

NSW Department of Industry

$30,000

Peakhurst Park Synthetic field- Asian Cup St George Football Association Legacy Grant

$150,000

2019/20 NSW ICC T20 World Cup 2020 Cricket Legacy Fund - Cricket wicket restoration at Renown Park, Oatley

Office of Sport NSW

$18,500

Renown Park Cricket Wicket Restoration

Cricket NSW

$18,630

Olds Park 2 Sports field Resurfacing Irrigation and Drainage

Office of Sport NSW

$300,000

Improving Your Local Parks and Environment - Carss Park Foreshore

Department of Industry, Innovation and Science

$80,000

Improving Your Local Parks and Environment - Myles Dunphy Reserve Nature Boardwalk

Department of Industry, Innovation and Science

$20,000

ChillOUT: Smart Social Spaces Creating Connected Green Places

Department of Industry, Innovation and Science

$89,680

SUBTOTAL

$5,222,522

Total

$17,223,797

Georges River Council // Annual Report 2019/20

Grants awarded Purpose

Amount *

s356 â&#x20AC;&#x201C; Additional Donations

$ 31,509

RID Squad Illegal Dumping

$ 70,000

Georges River Combined Councils' Committee

$ 66,445

Heritage Building Grants

$ 19,194

Community Grants Program

$327,275

Community Facilities Rental Subsidy

$270,856

Donations and Outgoing Sponsorship

$186,062

Free Tree Giveaways

$ 15,201

Total

$986,542

including GST (rounded to the nearest $) **includes in-kind sponsorship

Peakhurst Park Synthetic Field Opening.

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ADDITIONAL STATUTORY INFORMATION

Community Grants Program Community grants are designed to enable not-for-profit community organisations to partner with Council to help meet identified community needs. The purpose of these grants is to assist in the development of projects which encourage community participation and inclusion by offering alternative approaches to meeting community needs.

Community Grants 2019/20 Round 1 Community Grants Round 1 had two categories â&#x20AC;&#x201C; Vibrant Georges River for grants of up to $25,000 for projects implemented over two years, and Capacity Building for grants of up to $10,000. A total of $150,964.00 was awarded in grant funding. Capacity Building Grants â&#x20AC;&#x201C; Community Development

246

Organisation

Project name

Amount

3Bridges Community

Creative Dreaming - Bidjigal People with Disabilities Cultural Arts project

$4,000

Endeavour Harmony Chorus Incorporated EHC building on its professional development and education.

$11,124

Fiestaville Multicultural Choir

Brave New World - a Cabaret (working title)

$10,000

Music Shed Big Band

Play music by a Big band

$1,800

Project Youth Incorporated

Diverse and Cultural School Holiday Program and performance

$2,250

Rob Annesley/ Shot by Rob Photography

The Wild: Webbs Dam

$10,800

Shopfront Arts Co-op

ELEVATE- A festival elevating The Art, Art Makers and Audiences of St George.

$10,000

St George Players

The Moving Picture Show

$10,000

Improving Your Local Parks and Environment - Myles Dunphy Reserve Nature Boardwalk

DIIS

$20,000

ChillOUT: Smart Social Spaces Creating Connected Green Places

DIIS

$89,680

Georges River Council // Annual Report 2019/20

Capacity Building Grants â&#x20AC;&#x201C; Community Development Organisation

Project name

Amount

ANTRA

Project Uncle Bunny: We are the same in LOVE

$3,000

Australian Immersive Education Academy Game Addiction Prevention: a Positive Parenting and STEAM Education Based Program with Children, Teenagers and Families

$5,000

Bruce Shaw (auspiced by 3Bridges Community)

Carss Park Dog Group

$3,000

Cancer Patients Foundation

Look Good Feel Better

$4,000

Dance for Parkinson's Australia

Awakening the Artists Within

$3,000

Discovery Writers

Journey: Going Forward Going Back

$1,000

Georges River Life Care

ArtsLife Access

$8,000

Kingsway Community Care - Platform Nine

Crisis Accommodation Georges River

$10,000

Kogarah Community Services Inc.

KCS Capacity Building Group for Older Chinese Migrants

$1,500

Learning Links

Assessment tools to support children with Learning Difficulties and Disabilities.

$5,000

Macedonian Australian Welfare Association (MAWA)

Volunteers Power in the Community

$1,000

Multiple Sclerosis Limited

MS: MOTOMED for the new MS Group Home at 21 Tallawalla Street, Beverly Hills.

$7,000

Oatley Senior Citizens Centre

Reconnecting with the Senior Citizens of Oatley and Mortdale

$2,000

Project Youth Incorporated

Optimising Kitchen space for Community groups at Dora Street

$10,000

St George and Sutherland Shire Human Services Information Project

SGS news - Better information for the broader community

$3,000

St George Little Athletics Centre Inc

Line Marking of Athletics Track and Field

$7,000

St George Brass Band

Junior Band Program

$3,000

The Kogarah Storehouse

Support for the victims of Domestic Violence Program $6,490

The Shepherd Centre - for deaf children

Confident Kids - social skills program for children with $8,000 hearing loss from Georges River

Total

$150,964

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ADDITIONAL STATUTORY INFORMATION

Community Grants 2019/20 Round 2 Community Grants Round 2 had two categories – Connected Communities for grants of up to $25,000 for projects implemented over two years, and Capacity Building for grants of up to $10,000. A total of $121,158 was awarded in grant funding Connected Communities – Major Programs Organisation

Project name

Amount

Street Industries Inc.

Street Smart Project early intervention program for at risk young people

$20,000

Kogarah RSL Sub-Branch Youth Club

Junior Jellybeans social connectedness program for children with disabilities and their parents

$10,000

Connected Communities – Major Programs

248

Organisation

Project name

Amount

St George Family Support Services Inc.

Replacement of phone system to deliver essential family support services in Georges River

$7,700

Cerebral Palsy Alliance

Communication equipment for people with disability

$9,820

Cass Care Ltd

Development of a therapeutic

Sensory Room

$5,400

Volunteer Marine Rescue NSW

Rescue vessel equipment upgrade

Learning Links

Supporting children with learning disabilities and difficulties in the $8,615 Georges River community

St George Men’s Shed Inc.

Improvement of air quality and dust control in the Men’s Shed workspaces

St George Children with Disabilities Fund Inc.

Music therapy and life enhancing support for children with severe $10,000 disabilities

Hurstville Senior Citizens Computer Club Inc.

Purchase of two computers for seniors computer training classes $2,200

3Bridges Community Ltd

Portable toilet and shower CarePort unit at the 3Bridges Carss Park office for older, frail aged and vulnerable people

$10,000

Kingsgrove Community Aid Centre Inc.

Defibrillator in the common area of Kingsgrove Community Centre

$3,690

Anglican Church Property Trust Diocese of Sydney – St Mark’s Anglican Church South Hurstville

Environmental sustainability project to install a 9.9kw solar panel system at the St Mark's Church building

$5,000

St George Art Society

Recording and display AV equipment to record artists to support live, recorded and streamed artist workshops

$1,050

Oatley Senior Citizens Centre

Installations of a split system air conditioning unit in the Oatley Senior Citizens Centre

$4,550

Georges River Council // Annual Report 2019/20

$5,831

$2,850

Integricare

Parenting workshop program for families experiencing domestic and family violence

$3,152

Kogarah Community Services Inc.

Enhanced technology to improve the service provided to our clients and community care workers to deliver quality care and improve staff productivity

$10,000

Connells Point Sailing Club Inc.

Support for volunteer first aid training

$1,300

Total

$121,158

Mortdale Men's Shed

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249

ADDITIONAL STATUTORY INFORMATION

Micro Grants The Georges River Council Micro Grants Program is a new grant funding program that aims to provide local solutions to improve community wellbeing, including social enterprises or co-ops; small business development; training opportunities; healthy living; or social cohesion through grants of up to $1,000. Applicants may be granted full or partial funding for their program. The new grants program was adopted by Council on 16 December 2019 and run in conjunction with Round 2 of the 2019/20 Community Grants Program.

Organisation

Purpose

Amount

Chinese Parents Association Children with Disabilities Inc.

Educational cruise on the Georges River for children with disabilities and their caregivers

$1,000

Crateful Group Australia Limited

Vehicle expense to support pop up hamper distribution for $1,000 vulnerable Georges River residents to provide affordable fresh produce and household goods

Total

$2,000

Doing It Differently Grants Doing It Differently is a community grants initiative being offered to community members and local community groups, delivered in partnership with Georges River Council, South Eastern Sydney Local Health District Health Promotion Service and Calvary Health Care Kogarah. Grants of up to $10,000 were available per project to fund ideas that aimed to: improve community health and wellbeing; create well connected communities; reduce social isolation and loneliness; and create long lasting change in communities. A total of $56,260 was allocated to Doing it Differently Grants, which were run in conjunction with Round 1 of the 2019/20 Community Grants Program. Organisation

Purpose

Amount

Advance Diversity Services

Indonesian Arts and Culture Club

$4,900

Australia Chinese Heritage Paper Art Club Inc.

Mobile Colourful Plates/Moving Colour Plates: Art and $8,200 Food

Bangladesh Society of Sydney

Build Our Community Resilient

$7,500

Hurstville Public School P&C

Breakfast Club Hurstville Public School

$5,350

Jubilee Community Services

Studio 2222

$3,000

Kogarah Community Services

Bibby Street Neighbourhood Project

$7,610

Light and Love Home Inc.

Family Hub in St George

$3,800

Riverwood Community Centre

Riverwood Community Choir

$10,000

St George Community Transport

B Active

$5,900

Total

250

Georges River Council // Annual Report 2019/20

$56,260

Kogarah Community Services Community Garden. A leading, people-focused organisation delivering outstanding results for our community and city

251

ADDITIONAL STATUTORY INFORMATION

Venue Hire Grants

252

Organisation

Purpose

Amount

Advance Diversity Services

Migrant Information Day - Marana Auditorium and Civic Theatre

$3,400

Recreation Sports and Aquatics Club

Hip hop dance classes for people with disability - PJ Ferry Community Centre

$1,500

The Disability Trust

Student exhibition and opening event - Civic Theatre

$750

Asian Women at Work

Dancing for Women's Health and Wellbeing - PJ Ferry Community Centre

$4,100

Sydney Community Forum

St George Aged Care Expo â&#x20AC;&#x201C; Marana Auditorium and Civic Theatre

$1,332.50

Fiestaville Multicultural Arts Inc

Choir Rehearsals - Civic Theatre

$6,600

Chinese Australian Services Society Ltd (CASS)

Tax Help - Grevillea Room - Hurstville Library

$487.50

Chinese Australian Services Society Ltd (CASS)

Settlement Services - Grevillea Room - Hurstville Library

$4,200

Chinese Australian Services Society Ltd (CASS)

St George Activity Group - Kogarah School of Arts

$8,000

Chinese Australian Services Society Ltd (CASS)

Huajin Social Dance Class - Kingsgrove Community Centre

$5,760

3Bridges Community

Georges River Seniors Engagement Programs Carss Park Eco Shed, PJ Ferry Community Hall

$6,165

St George Instrumental Eisteddfod

Kogarah School of Arts

$6,078.75

Bellfield Group

Al Emaan Australian Community Program Marana Auditorium

$2,350

Advance Diversity Services

Settlement Support Services for new migrants from CALD backgrounds - Miles Franklin Room, Hurstville Library

$1,500

Sydney U3A Inc

Regular stimulating courses for seniors - Miles Franklin Room, Hurstville Library, Oatley Library Activity Room, South Hurstville Library Activity Room

$4,470

Senior Italian Australian Community (SIAC)

Long Life Living - St George Community Centre

$4,700

Feng Huang Yuan (FHY) Spiritual Cultivation Centre Inc

FHY Wellness South Program - Miles Franklin Room, Hurstville Library

$220

Georges River Council // Annual Report 2019/20

Organisation

Purpose

Amount

Macedonian Australian Welfare Association

Capacity Building of Mental Health and Wellbeing in Macedonian Seniors and Carers St George Community Centre

$1,050

MCC Dance Group of NSW Inc

Chinese Traditional Dances - St George Community Centre

$5,355

Permaculture Sydney South

Permaculture Group regular meetings - Oatley Community Hall

$500

St George Family Support Services

Parent Support Groups in English and Mandarin - Carss Park Life Saving Hall

$6,150

Happy Singing Tribe Inc

Choir and Dancing - St George Community Centre

$3,125

Australian Asian Church Inc

Weekly Community Meeting - Senior Citizens Centre / Dragon River Room

$5,787.50

Advance Diversity Services

Nepalese Grandparents Social Group - St George Community Centre

$1,800

Zonta Club of Botany Bay

Vintage and Collectables Fair 2020 - Marana Auditorium

$3,880

Penshurst West Public School P & C

Penshurst West Public School P & C Cheese and Wine Night - Mortdale Community Centre

$330

Sabdamala Nepalese Language School

Sabdamala Annual Gala Night 2019 - Marana Auditorium

$1,050

St George Art Society Inc

Art programs and exhibitions - Kogarah School of Arts

$7,298

St George Division of St John Ambulance Australia (NSW)

Weekly meeting and training - Kogarah School of Arts

$6,080

Brahma Kumaris Australia

Meditation Classes - Miles Franklin Room, Hurstville Library

$1,575

International Community Fellowship

English Classes - Miles Franklin Room, Hurstville Library

$1,640

International Community Fellowship

Youth Program - Miles Franklin Room, Hurstville Library

$6,985

International Community Fellowship

Sunday Program: Community Activities and Services - Senior Citizens Centre

$8,955

Oatley OOSH Care Inc

Before and After School Care Service - Oatley Community Hall

$21,962.50

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ADDITIONAL STATUTORY INFORMATION

254

Organisation

Purpose

Amount

Greater Sydney Cultural and Business Association

Social Dance Class - Kingsgrove Community Centre

$3,030

Salvation Army Hurstville Corps

Fundraiser - Chinese Golden Star Opera Marana Auditorium

$2,100

Discovery Writers

Dreams and Scenes Program - Miles Franklin Room - Hurstville Library

$390

Host of the Peace Environment Inc

Eid Prayers - August 2019 - Netstrata Jubilee Stadium

$3,300

ZONTA Club of Botany Bay

Fundraising Initiative - Civic Theatre

$320

St George Football Association

Gala Day - Netstrata Jubilee Stadium

$20,000

Stretch-A-Family

Information Night - PJ Ferry Reserve Community $120 Hall

Greater Sydney Cultural and Business Association

Choir - Kingsgrove Community Centre

$3,920

St George Arts and Entertainment Centre Inc

Harmony Celebration Concert - Discovery Festival - Marana Auditorium

$1,890

AMCA - Australian Macedonian Cultural Association

5th Macedonian Cinema Days Film Festival Discovery Festival - Civic Theatre

$1,235

Bangladesh Society of Sydney (BDSS) and Bangladesh Cultural School

Communication hub: Sharing and Caring for Yourself - Kogarah School of Arts

$226

Australian South Sydney Chinese Culture and Entertainment Centre

Celebration of the 47th year of Diplomatic Relationship between Australia and China Marana Auditorium

$1,260

Chinese Calligraphy and Art Society

Chinese calligraphy and painting workshop Miles Franklin Room

$410

The Salvation Army Hurstville Corps

2019 Charity Dinner - NSW Southern Region Dinner Event - Marana Auditorium

$980

North Ramsgate Amateur Swimming Club Inc

North Ramsgate Amateur Swimming Club Inc program - lane hire of Sans Souci Pool

$1,800

CASS Care Ltd

Pathway to Aged Care Info Session - Civic Centre

$400

CASS Care Ltd

Georges River Council Seniors Festival Marana Auditorium

$1,470

Discovery Writers

Discovery Writers monthly workshop - Miles Franklin Room, Hurstville Library

$256.25

Georges River Council // Annual Report 2019/20

Organisation

Purpose

Amount

Diversity and Disability Alliance

Chinese Disability Peer Support Group - Miles Franklin Room - Hurstville Library

$604.75

Macedonian Australian Welfare Association

Volunteers Power in the Community - St George Community Centre

$620

St George Players

The Moving Picture Show presents A Sentimental Bloke - Civic Theatre

$700

Australian Asian Church Incorporated

Outside the Hurstville Senior Citizens Centre in Queens Road Hurstville - 22 December 2019

$57.50

Christ Church Anglican Church Mortdale

Anglicare Toys and Tucker Program - Outside the IGA in Morts Road Mortdale - 19 to 23 November 2019

$275

St George Brass Brand

Carolling Flash Mob Quartet - Kogarah Railway Station - 8 December 2019 and Hurstville Plaza - 13 December 2019

$155

Advance Diversity Services

Booking adjustment - Marana Auditorium and Civic Theatre

$40

St George Art Society Inc

Booking adjustment - Kogarah School of Arts

$210

Australian South Sydney Chinese Culture and Entertainment Centre

Booking adjustment - Marana Auditorium

$140

Kingsgrove Community Aid Centre Inc.

Annual hire of Kingsgrove Community Centre hall

$21,600

Australia Harmonic Choir Inc

Choir rehearsals - Kingsgrove Community Centre

$1,312

Sydney Colombo Theatre Project

Community theatre performance/workshop - PJ Ferry Reserve Community Hall

$252

This is My Brave Australia Inc

TIMBA: the Show - Rehearsals - Kogarah

School of Arts; and Performance Civic Theatre

$1,315

The Crateful Group

Food service for vulnerable communities during

COVID-19 crisis - Hurstville Senior Citizens Centre

$17,295.75

Medlab Pathology Pty Ltd

COVID-19 drive through testing clinic in support of NSW Health - Kingsgrove Community Centre

$13,424

Shopfront Arts Co-op Ltd

Sydney Fringe Festival performance program Marana Auditorium

$5,600

Total

$251,845

A leading, people-focused organisation delivering outstanding results for our community and city

255

ADDITIONAL STATUTORY INFORMATION

Community Facilities Rental Subsidy

256

Organisation

Facility

Amount (ex GST)

Girl Guides

Terry Street, Blakehurst

$3,980

Girl Guides

Neville Street, Oatley

$24,980

Scouts Association

2A Glen Road, Oatley

$10,499

Scouts Association

30 Kooemba Rd Beverly Hills

$6,955

Jubilee Community Services Inc

Mortdale Community Centre

$68,904

Kingsgrove Community Aid Centre Inc

Kingsgrove Community Aid Centre

$59,877

Blakehurst Men’s Bowling Club

Blakehurst Men’s Bowling Club (Greens and office/ shed)

$4,721

St George District Cricket Club Inc

Hurstville Oval

$12,300

Olds Park Sports Club

$68,124

3Bridges Community Inc and Mortdale Men's Shed

25 Cook Street Mortdale

$34,521

Radio 2NBC

Level 1, 84 Railway Pde, Kogarah

$49,999

St George Creative Arts and Crafts Centre

Arts and Crafts Centre - Part 23 St Georges Road, Penshurst

$20,900

Kingsway Community Care Inc

Undisclosed location – crisis accommodation

$50,000

Connells Point Netball Club Inc

Poulton Park – Public amenities block store room (Netball)

$321

Hurstville All Breed Dog Training Club Inc. Lower Gannons Park - Amenities Block, store room (Dog training)

$121

Total

$416,202

Georges River Council // Annual Report 2019/20

Donations Name of Recipient

Purpose

St George District Athletic Club

Supporting young athletes - Nicole Harris and Andrew $400 Goshnik.

Kingsway Community Care

Waiver of Legal Fees for the womenâ&#x20AC;&#x2122;s crisis accommodation facility

$5,000

St George and Sutherland Medical Research Foundation

Donation of Artwork by Simon Collins for the fundraiser

$1,000

Riverwood Squadron Australian Air League

Participation at the 2019 Pearl Harbour Memorial Parade in Hawaii

$500

McGrath Foundation

Pink Up Your Town

$2,000

Lynda Robinson

Christmas Luncheon for Seniors in Georges River Council area

$500

Salvation Army

Donation from Councillors' Charity Ball

$35,000

Sydney Legacy

Support Sydney Legacy

$500

Raina Rush

Support young netballer - Raina Rush to attend national sporting event

$200

NSW Red Cross

Support NSW Bushfire Appeal for Disaster Relief and Recovery for Drought Relief

$10,000

Country Women's Association of NSW

Support Country Women's Association of NSW Disaster Relief Fund for Drought Relief

$10,000

Blakehurst Public School

Donation to School for involvement in Graffiti Removal Day 2019

$550

St Joseph Catholic School

Donation to School for involvement in Graffiti Removal Day 2019

$55.

Hurstville Scout Group

Donation to Hurstville Scout Group to support struggling families impacted by COVID-19 to attend a Scout camp.

$1,500

Total

Financial

$67,700

A leading, people-focused organisation delivering outstanding results for our community and city

257

ADDITIONAL STATUTORY INFORMATION

Sponsorship Name of Recipient

Purpose

Financial

In Kind

NSW Southern Region Chinese Business Association

2019 Chinese Food Festival

$0.00

$1,375

Lions Club of Lugarno

Lugarno Lions Spring Festival

$6,570

$13,430

Studio Onethirty

Love Local Artisan Market

$7,464

$2,536

Lions Club of Oatley

Oatley Village Festival

$15,890

$4,110

St George and Sutherland Medical Michael Tynan Memorial Challenge - Drive Research Foundation and Scoot

$1,600

$400

Sea Scavenge

Spring into Scavenge, Oatley Park

NIL

$480

Greek Orthodox Church and Parish of Kogarah

Greek Orthodox Church and Parish of Kogarah Annual Fete

$2,050

NIL

Oatley Uniting Church

Oatley Combined Churches Association Carols in the Park 2019

$806

$548.55

Moore Reserve Dog Park Community

Moore Reserve Dog Park Christmas Party

$2,095

$548.55

International Buddhist Association Australia

2019 BLIA Sports Day

NIL

$1,205.65

International Community Fellow Hurstville

Hurstville City Carols

$1,200

$687

Salvation Army

Community Carols In The Park

$9,450

$1,130

Potters House Hurstville

Christmas Carol

$3,000

$612

Park Road Anglican Church

Community Christmas Carols

$1,000

NIL

Greek Orthodox Parish and Community of Kogarah

Christmas Carols

$2,574

$139

Kogarah Community Services

One Billion Rising

$0.00

$687

Bard on the Beach

Bard on the Beach at Carss Bush Park

$0.00

$612

St George Football Association

Peakhurst United Women in Football Pink Ribbon Gala Day and Girls Clinic

NIL

$76

Precedent Productions

St George Local Business Awards

$10,000

St George Hospital and Health Service

St George Hospital COVID-19 Staff Awards

$600

NIL

Police Association of NSW

100th Anniversary of Police News Publication

$550

NIL

$64,849

$28,577

Total

258

Georges River Council // Annual Report 2019/20

Heritage Building Grants The Heritage Building Grants program aims to encourage the retention and maintenance of properties that have heritage significance, and promote and celebrate the area’s local heritage. Each year, owners of heritage listed buildings in Hurstville LEP 1994, Hurstville LEP 2012, and Kogarah LEP 2012 are invited to apply for financial assistance for specific restoration or conservation works on their property. For 2019-20, the invitation was extended to those who own Contributory Items in Council’s three Heritage Conservation Areas (Penshurst, Kogarah South, and O’Briens Estate). This is due to requests for funding from owners of Contributory Items since the commencement of the program. A total of 74 applications were received, which comprised 20 Heritage Items and 54 Contributory items in the Heritage Conservation Areas. A total of 39 applications were supported and recommended for grant funding, which includes 11 Heritage Items and 28 Contributory Items. This came to a total amount of $61,241.50. While this figure exceeds the total budget allocated ($50,000) Council received a grant from the Office of Environment and Heritage for $6,250 (excluding GST) to go towards local heritage building grant programs. In addition, not all applicants contacted Council to accept their offer. Ordinarily, each applicant has until the end of the financial year to complete the works and submit their receipts for Council’s review. However, due to COVID-19, Council extended the program to 30 November 2020. For 2019/20, Council reimbursed $16,916.50 with a further $4,000 reimbursed since 1 July 2020. A number of reimbursements are expected prior to 30 November 2020. Recipient

Address

Suburb

Mrs Monica Moore

36 Lloyd Street

Oatley

$3,000

Ms L M Ma and Mr D Ma

59 Pacific Avenue

Penshurst

$1,500

Mr K Beauman

60 Lansdowne Street

Penshurst

$1,000

Ms J Cannell

19 Greenbank Street

Hurstville

$1,500

S Jamal and A G Howie

222 Connells Pt Road

Connells Point

$2,000

C A Butler and M L Vane-Tempest-Stewart

14 Garden Street

Kogarah

$1,175

Mrs J C O’Sullivan and Mr T J O’Sullivan

23 Lansdowne Street

Penshurst

$1,500

Ms J A Hurley and Mr P A Duffy

106 Penshurst Street

Penshurst

$742.50

L J Jiang and J Li

12 Bowns Road

Kogarah

$1,500

Mr B R Harvey and Mrs A T Harvey

25 Greenbank Street

Hurstville

$1,000

Mrs A E Walker and Mr D G Walker

58 Railway Parade

Penshurst

$1,000

Mrs W Terlecki and Mr B P Terlecki

65 Laycock Road

Penshurst

$500

Mr H McMaster and Mrs N McMaster

4 Maher Street

Hurstville

$499

Mr Stephen Elliott

18 Denison Street

Penshurst

$1,000

Belle Property

2 Regent Street

Kogarah

$3000

Total

Grant Amount

$20,917

Heritage Publication Grants No Heritage Publication Grants were awarded in 2019/20.

A leading, people-focused organisation delivering outstanding results for our community and city

259

260

Financial Information

This section contains a financial summary from our Chief Financial Officer and our Audited Financial Statements for the year ended 30 June 2020..

261

2019/20 Financial Summary The Georges River community, along with the rest of Australia, faced extraordinary challenges in the last quarter of 2019/20. The results of 2019/20 illustrate that Council continued to deliver high service standards and key community infrastructure during the pandemic. Key infrastructure projects included:. Roads (new and upgraded)

$4,802,528

Playground improvements

$3,417,151

Footpath improvements

$1,933,416

Community buildings and facilities

$16,965,250

Library resources

$989,428

Corporate systems and technology

$356,090

Environmental and sustainability initiatives

$3,845,190

Neighbourhood centre improvements

$920,063

New and improved parks

$452,213

Other land and buildings

$4,924,549

Public amenities

$731,053

Sports fields and facilities

$9,799,307

Traffic/pedestrian facilities

$712,984

Drainage

$2,058,282

Plant and equipment

$2,956,811

With the focus on construction of new assets, Councils Buildings and infrastructure renewals ratio dropped below the Office of Local Governments Benchmark of greater than 100%, with renewal at 83 per cent, in comparison to the prior period of 104 per cent. Whilst Council continues to experience operating deficits, the financial impact of COVID-19 was mitigated to reduce the scale on Councilâ&#x20AC;&#x2122;s financial result. This approach has been key in Council adopting and delivering an Economic and Social Recovery Plan in 2020/21, to the value of $47 million. The net operating result for Council was a surplus of $15 million for the financial year ended 30 June 2020, which was greater than half the result of the prior year. Excluding grants and contributions for capital purposes, Councilâ&#x20AC;&#x2122;s deficit was $9.5 million, compared to a deficit of $3.3 million in previous years.

262

Georges River Council // Annual Report 2019/20

Net Operating Result Income Statement

$'000

Total income

162,686

Total operating expenses

147,968

Net operating result for the period â&#x20AC;&#x201C; surplus/ (deficit)

14,718

Net operating result for year before grants and contributions provided for capital purposes

(9,484)

The impact of COVID-19 on the financial results equated to an unfavourable variance of $3 million from the original adopted budget. The closure of facilities and services such as the Hurstville Aquatic Leisure Centre and Netstrata Jubilee Stadium had an adverse impact on revenues. The COVID-19 also caused a downturn in the commercial property portfolio due to tenant rental relief, higher than expected Childcare vacancy rates and interest on investments reduction due to the historical low cash rate. The COVID-19 pandemic related financial difficulty experienced by many ratepayers led to a higher than normal level of outstanding collections for the financial year. Outstanding rates collections finished at 4.26 per cent compared to last yearâ&#x20AC;&#x2122;s result of 3.07 per cent. This was mitigated by supporting ratepayers with flexible interest free payment arrangements. Our cash and investments decreased from $167 million at 30 June 2019 to $145 million at 30 June 2020, largely due to the extensive capital works program and drop in cash receipts in the last quarter. Council will continue to generate reasonable returns from the investment of cash resources, although on a reducing scale over the next few years due to the projected expenditure of funds, the lowering of interest rates in the market and maturing higher rate term deposits that are being reinvested at lower rates. As highlighted over the past few years in the Long Term Financial Plan, the Operating Performance Ratio, a local government industry performance indicator, is under benchmark, which means Council does not generate sufficient operating income to cover operating expenditure. The consideration of a special rate variation has proceeded into 2020/21, to increase Councilâ&#x20AC;&#x2122;s rate income and retain the expiring $2.3 million special rate variation from the former Hurstville Council. As highlighted in the results, the current operating results are unsustainable in that without a rate increase, service reductions would be required.

A leading, people-focused organisation delivering outstanding results for our community and city

263

ยงCoverยง

Georges River Council ANNUAL FINANCIAL STATEMENTS for the year ended 30 June 2020

A leading, people-focused organisation delivering outstanding results for our community and city.

264

Georges River Council // Annual Report 2019/20

ยงCoverยง

Georges River Council

GENERAL PURPOSE FINANCIAL STATEMENTS for the year ended 30 June 2020

A leading, people-focused organisation delivering outstanding results for our community and city.

A leading, people-focused organisation delivering outstanding results for our community and city

265

Financial Statements 2020

Georges River Council General Purpose Financial Statements for the year ended 30 June 2020 §MainTOC§

Contents

Page

1. Understanding Council's Financial Statements

2. Statement by Councillors & Management

3. Primary Financial Statements: Income Statement Statement of Comprehensive Income Statement of Financial Position Statement of Changes in Equity Statement of Cash Flows

5 6 7 8 9

4. Notes to the Financial Statements

5. Independent Auditor’s Reports: 85 88

On the Financial Statements (Sect 417 [2]) On the Financial Statements (Sect 417 [3])

Overview Georges River Council is constituted under the Local Government Act 1993 (NSW) and has its principal place of business at: Corner MacMahon and Dora Streets Hurstville NSW 2220 Council’s guiding principles are detailed in Chapter 3 of the LGA and includes: • • • • •

principles applying to the exercise of functions generally by council, principles to be applied when making decisions, principles of community participation, principles of sound financial management, and principles for strategic planning relating to the development of an integrated planning and reporting framework.

A description of the nature of Council’s operations and its principal activities are provided in Note 2(b). Through the use of the internet, we have ensured that our reporting is timely, complete and available at minimum cost. All press releases, financial statements and other information are publicly available on our website: www.georgesriver.nsw.gov.au

Georges River Council // Annual Report 2019/20

Page 2 of 93

Georges River Council

Financial Statements 2020

General Purpose Financial Statements for the year ended 30 June 2020

Understanding Council's Financial Statements §Note/Subtotal§ §Subnote§

Introduction Each year, individual Local Governments across NSW are required to present a set of audited financial statements to their council and community. What you will find in the Statements The financial statements set out the financial performance, financial position and cash flows of Council for the financial year ended 30 June 2020. The format of the financial statements is standard across all NSW Councils and complies with both the accounting and reporting requirements of Australian Accounting Standards and requirements as set down by the Office of Local Government. About the Councillor/Management Statement The financial statements must be certified by senior staff as ‘presenting fairly’ the Council’s financial results for the year and are required to be adopted by Council – ensuring both responsibility for and ownership of the financial statements. About the Primary Financial Statements The financial statements incorporate five "primary" financial statements: 1. The Income Statement Summarises Council's financial performance for the year, listing all income and expenses. This statement also displays Council's original adopted budget to provide a comparison between what was projected and what actually occurred. 2. The Statement of Comprehensive Income Primarily records changes in the fair value of Council's infrastructure, property, plant and equipment. 3. The Statement of Financial Position A 30 June snapshot of Council's financial position indicating its assets, liabilities and “net wealth”. 4. The Statement of Changes in Equity The overall change for the year (in dollars) of Council's "net wealth". 5. The Statement of Cash Flows Indicates where Council's cash came from and where it was spent. This statement also displays Council's original adopted budget to provide a comparison between what was projected and what actually occurred. About the Notes to the Financial Statements The Notes to the Financial Statements provide greater detail and additional information on the five primary financial statements. About the Auditor's Reports Council’s financial statements are required to be audited by the NSW Audit Office. In NSW the auditor provides 2 audit reports: 1. an opinion on whether the financial statements present fairly the Council’s financial performance and position, and 2. their observations on the conduct of the audit, including commentary on the Council’s financial performance and financial position. Who uses the Financial Statements? The financial statements are publicly available documents and must be presented at a Council meeting between seven days and five weeks after the date of the audit report. The public can make submissions to Council up to seven days subsequent to the public presentation of the financial statements. Council is required to forward an audited set of financial statements to the Office of Local Government.

A leading, people-focused organisation delivering outstanding results for our community and city

Page 3 of 93

Financial Statements 2020

Georges River Council General Purpose Financial Statements for the year ended 30 June 2020 §Note/Subtotal§ §Subnote§

Statement by Councillors and Management made pursuant to Section 413(2)(c) of the Local Government Act 1993 (NSW) (as amended) The attached General Purpose Financial Statements have been prepared in accordance with: •

the Local Government Act 1993 (NSW) (as amended) and the regulations made thereunder,

•

the Australian Accounting Standards and other pronouncements of the Australian Accounting Standards Board

•

the Local Government Code of Accounting Practice and Financial Reporting.

To the best of our knowledge and belief, these statements: •

present fairly the Council’s operating result and financial position for the year

•

accord with Council’s accounting and other records.

We are not aware of any matter that would render these statements false or misleading in any way. Signed in accordance with a resolution of Council made on 26 October 2020.

Kevin Greene Mayor 26 October 2020

Stephen Agius Deputy Mayor 26 October 2020

Gail Connolly General Manager 26 October 2020

David Tuxford Responsible Accounting Officer 26 October 2020

Georges River Council // Annual Report 2019/20

Page 4 of 93

Financial Statements 2020

Georges River Council Income Statement

for the year ended 30 June 2020 §Statement§

Original unaudited budget 2020 94,979 15,496 9,175 8,877 14,068 3,426 1,061 –

147,082 58,730 71 39,364 20,631 22,162 – –

140,958 6,124

Actual 2020

Actual 2019

96,766 14,187 10,489 12,508 24,202 2,699 195 1,640

93,795 14,654 11,899 10,141 36,304 5,891 550 –

162,686

173,234

Total expenses from continuing operations

58,760 41 46,082 22,834 20,039 – 212

56,508 74 42,454 19,557 21,363 243 –

147,968

140,199

Operating result from continuing operations

14,718

33,035

$ '000

Income from continuing operations

Rates and annual charges User charges and fees Other revenues Grants and contributions provided for operating purposes Grants and contributions provided for capital purposes Interest and investment income Net gains from the disposal of assets Fair value increment on investment properties

Notes

3a 3b 3c 3d,3e 3d,3e 4 6 11

Total income from continuing operations Expenses from continuing operations

Employee benefits and on-costs Borrowing costs Materials and contracts Depreciation and amortisation Other expenses Fair value decrement on investment properties Revaluation decrement / impairment of IPP&E

5a 5b 5c 5d 5e 11 5d

6,124

Net operating result for the year

14,718

33,035

6,124

Net operating result attributable to council

14,718

33,035

Net operating result for the year before grants and contributions provided for capital purposes

(9,484)

(3,269)

(7,944)

The Council has not restated comparatives when initially applying AASB 1058 Income of Not-for-Profit Entities, AASB 15 Revenue from Contracts with Customers and AASB 16 Leases. The comparative information has been prepared under AASB 111 Construction Contracts, AASB 118 Revenue, AASB 1004 Contributions, AASB 117 Leases and related Accounting Interpretations. The above Income Statement should be read in conjunction with the accompanying notes.

A leading, people-focused organisation delivering outstanding results for our community and city

Page 5 of 93

Financial Statements 2020

Georges River Council Statement of Comprehensive Income for the year ended 30 June 2020 ยงNote/Subtotalยง ยงSubnoteยง

$ '000

Notes

Net operating result for the year (as per Income Statement)

2020

2019

14,718

33,035

6,371

80,617

6,371

80,617

6,371

80,617

21,089

113,652

21,089

113,652

Other comprehensive income:

Amounts which will not be reclassified subsequently to the operating result Gain (loss) on revaluation of IPP&E Total items which will not be reclassified subsequently to the operating result

Total other comprehensive income for the period

Total comprehensive income for the year Total comprehensive income attributable to Council

The Council has not restated comparatives when initially applying AASB 1058 Income of Not-for-Profit Entities, AASB 15 Revenue from Contracts with Customers and AASB 16 Leases. The comparative information has been prepared under AASB 111 Construction Contracts, AASB 118 Revenue, AASB 1004 Contributions, AASB 117 Leases and related Accounting Interpretations. The above Statement of Comprehensive Income should be read in conjunction with the accompanying notes.

Georges River Council // Annual Report 2019/20

Page 6 of 93

Financial Statements 2020

Georges River Council Statement of Financial Position as at 30 June 2020 §Statement§

$ '000

2020

2019

24,583 81,574 10,712 113 731

18,211 108,502 10,169 155 455

117,713

137,492

Total non-current assets

39,000 1,404,439 19,310 1,226 162

40,000 1,366,709 17,660 1,362 –

1,464,137

1,425,731

Total assets

1,581,850

1,563,223

25,271 452 1,157 42 500 14,290

23,492 596 – – 500 14,262

41,712

38,850

4,653 118 625 575

– – 1,125 431

5,971

1,556

47,683

40,406

1,534,167

1,522,817

1,424,085 110,082

1,419,106 103,711

1,534,167

1,522,817

1,534,167

1,522,817

Notes

ASSETS Current assets

Cash and cash equivalents Investments Receivables Inventories Other

7(a) 7(b) 8 9a 9b

Total current assets Non-current assets

Investments Infrastructure, property, plant and equipment Investment property Intangible Assets Right of use assets

LIABILITIES Current liabilities

Payables Income received in advance Contract liabilities Lease liabilities Borrowings Provisions

7(b) 10 11 12 14a

15 15 13 14b 15 16

Total current liabilities Non-current liabilities Contract liabilities Lease liabilities Borrowings Provisions

13 14b 15 16

Total non-current liabilities Total liabilities

Net assets EQUITY

Accumulated surplus Revaluation reserves

17 17

Council equity interest

Total equity

The Council has not restated comparatives when initially applying AASB 1058 Income of Not-for-Profit Entities, AASB 15 Revenue from Contracts with Customers and AASB 16 Leases. The comparative information has been prepared under AASB 111 Construction Contracts, AASB 118 Revenue, AASB 1004 Contributions, AASB 117 Leases and related Accounting Interpretations. The above Statement of Financial Position should be read in conjunction with the accompanying notes.

A leading, people-focused organisation delivering outstanding results for our community and city

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Georges River Council // Annual Report 2019/20

1,424,085

14,718 110,082

6,371

6,371 6,371

1,534,167

21,089

6,371 6,371

14,718

1,513,078

1,522,817 (9,739)

Total equity

1,419,106

33,035

– –

33,035

1,386,071

1,386,071 –

103,711

80,617

80,617 80,617

–

23,094

23,094 –

as at 30/06/19 IPP&E Accumulated revaluation reserve surplus

1,522,817

113,652

80,617 80,617

33,035

1,409,165

1,409,165 –

Total equity

Financial Statements 2020

The above Statement of Changes in Equity should be read in conjunction with the accompanying notes.

Page 8 of 93

Equity – balance at end of the reporting period

Total comprehensive income

– Gain (loss) on revaluation of IPP&E Other comprehensive income

Other comprehensive income – –

–

14,718

Net operating result for the year

103,711

1,409,367

Restated opening balance

Restated net operating result for the period

103,711 –

Notes

as at 30/06/20 IPP&E Accumulated revaluation reserve surplus 1,419,106 (9,739)

Opening balance Changes due to AASB 1058 and AASB 15 adoption

$ '000

§Note/Subtotal§ §Subnote§

for the year ended 30 June 2020

Statement of Changes in Equity

Georges River Council

Financial Statements 2020

Georges River Council Statement of Cash Flows for the year ended 30 June 2020 §Statement§

Original unaudited budget 2020

Actual 2020

Actual 2019

96,179 14,926 3,994 31,225 – 10,549

93,684 13,538 5,669 46,936 2,286 12,026

(55,970) (45,659) (41) (780) (19,744)

(57,741) (43,418) (74) – (21,198)

34,679

51,708

87,291 906

65,839 3,504

(59,391) (10) (56,292) (278)

(48,500) (103) (70,266) 20

(27,774)

(49,506)

Net cash flow provided (used in) financing activities

(500) (33)

(500) –

(533)

(500)

Net increase/(decrease) in cash and cash equivalents

6,372

1,702

$ '000

Notes

Cash flows from operating activities 95,098 16,881 4,282 22,616 – 7,124 (57,357) (40,095) (71) – (24,141)

24,337

Receipts: Rates and annual charges User charges and fees Investment and interest revenue received Grants and contributions Bonds, deposits and retention amounts received Other Payments: Employee benefits and on-costs Materials and contracts Borrowing costs Bonds, deposits and retention amounts refunded Other

Net cash provided (or used in) operating activities

18b

Cash flows from investing activities – 1,763 – – (48,872) (100)

(47,209)

Receipts: Sale of investment securities Sale of infrastructure, property, plant and equipment Payments: Purchase of investment securities Purchase of investment property Purchase of infrastructure, property, plant and equipment Purchase of intangible assets

Net cash provided (or used in) investing activities Cash flows from financing activities

(500) –

(500) (23,372) 18,211

Payments: Repayment of borrowings and advances Lease liabilities (principal repayments)

Plus: cash and cash equivalents – beginning of year

18a

18,211

16,509

(5,161)

Cash and cash equivalents – end of the year

18a

24,583

18,211

148,499

plus: Investments on hand – end of year

7(b)

120,574

148,502

143,338

Total cash, cash equivalents and investments

145,157

166,713

The Council has not restated comparatives when initially applying AASB 1058 Income of Not-for-Profit Entities, AASB 15 Revenue from Contracts with Customers and AASB 16 Leases. The comparative information has been prepared under AASB 111 Construction Contracts, AASB 118 Revenue, AASB 1004 Contributions, AASB 117 Leases and related Accounting Interpretations. The above Statement of Cash Flows should be read in conjunction with the accompanying notes.

A leading, people-focused organisation delivering outstanding results for our community and city

Page 9 of 93

Financial Statements 2020

Georges River Council Notes to the Financial Statements for the year ended 30 June 2020

Contents of the Notes accompanying the General Purpose Financial Statements §NotesTable§

Note

Details

1 2(a) 2(b) 3 4 5 6 7(a) 7(b) 7(c) 8 9 10 11 12 13 14 15 16 17

Basis of preparation Council functions/activities – financial information Council functions/activities – component descriptions Revenue from continuing operations Interest and investment income Expenses from continuing operations Gain or loss from disposal of assets Cash and cash equivalents Investments Restricted cash, cash equivalents and investments Receivables Inventories and other assets Infrastructure, property, plant and equipment Investment properties Intangible assets Contract assets and liabilities Leases Payables and borrowings Provisions Accumulated surplus, revaluation reserves, changes in accounting policies, changes in accounting estimates and errors Statement of cash flow information Commitments Contingencies Financial risk management Material budget variations Fair Value Measurement Related party disclosures Events occurring after the reporting date Statement of developer contributions Statement of performance measures – consolidated results

18 19 20 21 22 23 24 25 26 27(a)

Page 11 13 14 15 23 24 29 30 30 32 33 35 36 39 41 42 43 45 48 50 57 58 59 62 66 68 76 77 78 81

Additional Council disclosures (unaudited) 27(b) 28

Statement of performance measures – consolidated results (graphs) Council information and contact details

Georges River Council // Annual Report 2019/20

82 84

Page 10 of 93

Georges River Council

Financial Statements 2020

Notes to the Financial Statements for the year ended 30 June 2020

Note 1. Basis of preparation §Note/Subtotal§ §Subnote§

These financial statements were authorised for issue by Council on 26 October 2020. Council has the power to amend and reissue these financial statements in cases where critical information is received from public submissions or where the OLG directs Council to amend the financial statements. The principal accounting policies adopted in the preparation of these financial statements are set out below. These policies have been consistently applied to all the years presented, unless otherwise stated.

Basis of preparation

These general purpose financial statements have been prepared in accordance with Australian Accounting Standards and Australian Accounting Interpretations, the Local Government Act 1993 (NSW) and Regulations, and the Local Government Code of Accounting Practice and Financial Reporting. Council is a not for-profit entity. The financial statements are presented in Australian dollars and are rounded to the nearest thousand dollars.

(a) Historical cost convention These financial statements have been prepared under the historical cost convention, as modified by the revaluation of certain financial assets and liabilities and certain classes of infrastructure, property, plant and equipment and investment property.

(b) Significant accounting estimates and judgements The preparation of financial statements requires the use of certain critical accounting estimates. It also requires management to exercise its judgement in the process of applying the Council's accounting policies. Estimates and judgements are continually evaluated and are based on historical experience and other factors, including expectations of future events that may have a financial impact on the Council and that are believed to be reasonable under the circumstances. Coronavirus (COVID‐‐19) impact The global health crisis from the COVID-19 virus has had a significant impact on Council's operations which has been reflected in the financial statements. A number of facilities, services and events were significantly affected during the period of pandemic restrictions which resulted in reduced revenues and put a strain on cash flow. The financial difficulty experienced by many ratepayers led to a higher than normal level of outstanding collections for the financial year. Council has determined that COVID‐19 does not create a material uncertainty to the extent that it casts significant doubt upon Council’s ability to continue as a going concern. More information on COVID‐19 and its effect on Council’s budgeted income and expenses can be found at Note 22 – Material budget variations. Critical accounting estimates and assumptions Council makes estimates and assumptions concerning the future. The resulting accounting estimates will, by definition, seldom equal the related actual results. The estimates and assumptions that have a significant risk of causing a material adjustment to the carrying amounts of assets and liabilities within the next financial year include: (i) estimated fair values of investment properties – refer Note 11; (ii) estimated fair values of infrastructure, property, plant and equipment – refer Note 10; (iii) employee benefit provisions – refer Note 16. Significant judgements in applying the council's accounting policies (i) Impairment of receivables

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Page 11 of 93

Financial Statements 2020

Georges River Council Notes to the Financial Statements for the year ended 30 June 2020

Note 1. Basis of preparation (continued) Council has made a significant judgement about the impairment of a number of its receivables – refer Note 8.

Monies and other assets received by Council (a) The Consolidated Fund In accordance with the provisions of Section 409(1) of the Local Government Act 1993 (NSW), all money and property received by Council is held in the Council’s Consolidated Fund unless it is required to be held in the Council’s Trust Fund. Cash and other assets of the following entities have been included as part of the Consolidated Fund: ◾

General purpose operations

Goods and Services Tax (GST) Revenues, expenses and assets are recognised net of the amount of associated GST, unless the GST incurred is not recoverable from the taxation authority. In this case it is recognised as part of the cost of acquisition of the asset or as part of the expense. Receivables and payables are stated inclusive of the amount of GST receivable or payable. The net amount of GST recoverable from, or payable to the taxation authority is included with other receivables or payables in the Statement of Financial Position. Cash flows are presented on a gross basis. The GST components of cash flows arising from investing or financing activities that are recoverable from, or payable to, the taxation authority are presented as operating cash flows.

New accounting standards and interpretations issued not yet effective New accounting standards and interpretations issued but not yet effective Certain new accounting standards and interpretations (ie. pronouncements) have been published by the Australian Accounting Standards Board that are not mandatory for the 30 June 2020 reporting period. Council has elected not to apply any of these pronouncements in these financial statements before their operative dates. As at the date of authorisation of these financial statements Council does not consider that any of these new (and still to be applied) standards and interpretations are likely to have a material impact on the Council's future financial statements, financial position, financial performance or cash flows.

New accounting standards adopted during the year During the year Council adopted all accounting standards and interpretations (as issued by the Australian Accounting Standards Board) which were mandatorily effective from 1 July 2019. Those newly adopted standards which had a material impact on Council's reported financial position, financial performance and/or associated financial statement disclosures are further discussed at Note 17.

Georges River Council // Annual Report 2019/20

Page 12 of 93

Georges River Council Notes to the Financial Statements for the year ended 30 June 2020

Note 2(a). Council functions/activities – financial information §Note/Subtotal§ §Subnote§

Income, expenses and assets have been directly attributed to the following f Details of those functions or activities are provided in Note Income from continuing operations 2020 2019

$ '000

Expenses from continuing operations 2020 2019

Operating result from continuing operations 2020 2019

cont 20

Functions or activities A HARMONIOUS AND PROUD COMMUNITY WITH STRONG SOCIAL SERVICES AND INFRASTRUCTURE QUALITY, WELL PLANNED DEVELOPMENT A DIVERSE AND PRODUCTIVE ECONOMY A PROTECTED ENVIRONMENT AND GREEN OPEN SPACES LEADERSHIP AND TRANSPARENCY ACTIVE AND ACCESSIBLE PLACES AND SPACES

Total functions and activities

13,835

12,024

24,266

23,707

(10,431)

(11,683)

4,6

2,815

3,454

5,868

7,471

(3,053)

(4,017)

20,782

32,409

8,559

5,523

12,223

26,886

1,3

31,791 76,096

34,530 74,122

34,313 50,688

34,227 44,411

(2,522) 25,408

303 29,711

3,5 4,6

17,367

16,695

24,274

24,860

(6,907)

(8,165)

6,8

162,686

173,234

147,968

140,199

14,718

33,035

21,0

A leading, people-focused organisation delivering outstanding results for our community and city

Financial Statements 2020

Georges River Council Notes to the Financial Statements for the year ended 30 June 2020

Note 2(b). Council functions/activities - component descriptions §Note/Subtotal§ §Subnote§

Details relating to the Council’s functions/activities as reported in Note 2(a) are as follows:

A HARMONIOUS AND PROUD COMMUNITY WITH STRONG SOCIAL SERVICES AND INFRASTRUCTURE • • • • •

We create and support events that celebrate community and cultural identity and benefit the economy. Affordable and quality housing options are available. The community is socially and culturally connected. Diverse, vibrant community facilities and spaces are connected, well maintained and accessible. The community is safe and healthy.

QUALITY, WELL PLANNED DEVELOPMENT • • •

Sustainable development delivers better amenity and liveability of the community and the environment. The community helps to plan the LGA’s future. Council-led development and assets provide quality, long-term benefits to everyone.

A DIVERSE AND PRODUCTIVE ECONOMY • • •

Local businesses are supported to help protect jobs and create employment opportunities. Outcomes from an Employment Lands Study ensure sufficient land is available for future employment growth. The ambitions for Hurstville and Kogarah as strategic centres are realised.

A PROTECTED ENVIRONMENT AND GREEN OPEN SPACES • • • •

LEADERSHIP AND TRANSPARENCY • • • • • •

The community is involved and listened to. Open, informed and transparent decision-making supports the interests of the community. Leadership focuses on innovation and improving the customer experience. Council’s assets and resources are managed responsibly and with accountability. The workforce is inspiring, diverse and engaged. Council has a regional-approach to service delivery and facilities.

ACTIVE AND ACCESSIBLE PLACES AND SPACES • • • •

The LGA has a range of transport options to connect people, goods and businesses. Roads, footpaths and cycleways are safe, accessible and free of congestion. Everyone, including people with disability, navigates the LGA in safety. Everyone has access to a range of active and passive recreation facilities.

Georges River Council // Annual Report 2019/20

Page 14 of 93

Georges River Council

Financial Statements 2020

Notes to the Financial Statements for the year ended 30 June 2020

Note 3. Revenue from continuing operations §Note/Subtotal§ §Subnote§

$ '000

2020

2019

59,419 9,932 (1,278)

56,997 9,629 (1,680)

(a) Rates and annual charges Ordinary rates

Residential Business Less: pensioner rebates

Rates levied to ratepayers Pensioner rate subsidies received

Total ordinary rates

68,073

64,946

708

714

68,781

65,660

Special rates

Town improvement

670

648

Rates levied to ratepayers

670

648

Total special rates

670

648

25,584 1,195 1,758 83 (1,594)

24,917 1,178 1,704 90 (698)

Annual charges (pursuant to s.496, s.496A, s.496B, s.501 & s.611)

Domestic waste management services Stormwater management services Waste management services (non-domestic) Section 611 charges Less: pensioner rebates

Annual charges levied

Pensioner subsidies received: – Domestic waste management

Total annual charges

TOTAL RATES AND ANNUAL CHARGES

27,026

289

27,191

296

27,315

27,487

96,766

93,795

Council has used 1 July 2019 year valuations provided by the NSW Valuer General in calculating its rates.

Accounting policy for rates and charges

Rates and annual charges are recognised as revenue when the Council obtains control over the assets comprising these receipts which is the beginning of the rating period to which they relate. Prepaid rates are recognised as a financial liability until the beginning of the rating period. Pensioner rebates relate to reductions in rates and certain annual charges for eligible pensioners’ place of residence in the local government council area that are not subsidised by the NSW Government. Pensioner rate subsidies are received from the NSW Government to provide a contribution towards the pensioner rebates and are in substance a rates payment. 2019 accounting policy Control over assets acquired from rates and annual charges is obtained at the commencement of the rating year as it is an enforceable debt linked to the rateable property or, where earlier, upon receipt of the rates.

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Page 15 of 93

Financial Statements 2020

Georges River Council Notes to the Financial Statements for the year ended 30 June 2020

Note 3. Revenue from continuing operations (continued) §Note/Subtotal§

$ '000

2020

2019

(b) User charges and fees Specific user charges

(per s.502 - specific 'actual use' charges) Waste management services (non-domestic)

Total specific user charges

(i) Fees and charges – statutory and regulatory functions (per s.608) Planning and building regulation Regulatory fees Section 10.7 certificates (EP&A Act) Section 603 certificates Total fees and charges – statutory/regulatory

3,971 536 323 191 5,021

3,561 508 294 150 4,513

(ii) Fees and charges – other (incl. general user charges (per s.608)) Child care Leaseback fees – Council vehicles Leisure centre Restoration charges Community services Golf course Library Parks income Public halls Tennis courts Other - Jubilee oval ticket sales Other Total fees and charges – other

2,034 465 1,011 3,024 – 622 62 514 501 124 542 199 9,098

2,302 493 1,806 1,494 1 705 70 684 798 107 1,274 336 10,070

14,187

14,654

Other user charges and fees

TOTAL USER CHARGES AND FEES Accounting policy for user charges and fees

Revenue arising from user charges and fees is recognised when or as the performance obligation is completed and the customer receives the benefit of the goods / services being provided. The performance obligation relates to the specific services which are provided to the customers and generally the payment terms are within 30 days of the provision of the service or in some cases such as caravan parks, the customer is required to pay on arrival. There is no material obligation for Council in relation to refunds or returns. Where an upfront fee is charged such as membership fees for the leisure centre the fee is recognised on a straight-line basis over the expected life of the membership. Licences granted by Council are all either short-term or low value and all revenue from licences is recognised at the time that the licence is granted rather than the term of the licence. 2019 accounting policy User charges and fees are recognised as revenue when the service has been provided.

continued on next page ...

Georges River Council // Annual Report 2019/20

Page 16 of 93

Georges River Council

Financial Statements 2020

Notes to the Financial Statements for the year ended 30 June 2020

Note 3. Revenue from continuing operations (continued) §Note/Subtotal§

$ '000

2020

2019

1,884 2,300 – 396 3,843 165 380 351 119 406 222 423

1,821 2,825 2 545 4,135 224 900 402 – 270 166 609

(c) Other revenues Rental income – investment property Rental income – other council properties Ex gratia rates Fines Fines – parking Legal fees recovery – rates and charges (extra charges) Legal fees recovery – other Commissions and agency fees Diesel rebate Insurance claims recoveries Sponsorships Other

TOTAL OTHER REVENUE

10,489

11,899

Accounting policy for other revenue

Where the revenue relates to a contract with customer, the revenue is recognised when or as the performance obligation is completed and the customer receives the benefit of the goods / services being provided. Where the revenue relates to a contract which is not enforceable or does not contain sufficiently specific performance obligations then revenue is recognised when an unconditional right to a receivable arises or the cash is received, which is earlier. 2019 accounting policy: Council recognises revenue when the amount of revenue can be reliably measured, it is probable that future economic benefits will flow to the Council and specific criteria have been met for each of the Council’s activities as described below. Council bases its estimates on historical results, taking into consideration the type of customer, the type of transaction and the specifics of each arrangement. Parking fees and fines are recognised as revenue when the service has been provided, or when the penalty has been applied, whichever occurs first.

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Page 17 of 93

Financial Statements 2020

Georges River Council Notes to the Financial Statements for the year ended 30 June 2020

Note 3. Revenue from continuing operations (continued) §Note/Subtotal§

$ '000

Operating 2020

Operating 2019

Capital 2020

Capital 2019

2,161

2,236

–

(d) Grants General purpose (untied)

Current year allocation Financial assistance Payment in advance - future year allocation Financial assistance

Total general purpose

2,290

2,320

–

4,451

4,556

–

3,328 153 388 49 342 710 58 155 17 – 46 2,273

2,794 – 289 81 335 – 17 155 191 – 44 1,076

– 100 289 – – – – – 4,458 4,164 – 90

– 75 81 – – – 81 – 1,304 9,500 110 250

Specific purpose

Child care Environmental programs Library LIRS subsidy Street lighting Transport (roads to recovery) Transport (other roads and bridges funding) Waste management Parks Stronger communities fund Community services Other

Total specific purpose

Total grants

7,519

4,982

9,101

11,401

11,970

9,538

9,101

11,401

5,298 6,642 30

2,961 6,577 –

1,064 8,007 30

375 10,602 424

Grant revenue is attributable to: – Commonwealth funding – State funding – Other funding

11,970

continued on next page ...

Georges River Council // Annual Report 2019/20

9,538

9,101

11,401

Page 18 of 93

Financial Statements 2020

Georges River Council Notes to the Financial Statements for the year ended 30 June 2020

Note 3. Revenue from continuing operations (continued) §Note/Subtotal§

$ '000

Notes

Operating 2020

Operating 2019

Capital 2020

Capital 2019

– –

143 12,893

6,888 8,766

(e) Contributions Developer contributions: (s7.4 & s7.11 - EP&A Act, s64 of the LGA): Cash contributions S 7.4 – contributions using planning agreements S 7.11 – contributions towards amenities/services

Total developer contributions – cash Total developer contributions

–

13,036

15,654

–

13,036

15,654

– 484 22 – 32 –

– 476 127 – – –

– 1,250 36 – – 312

18 851 16 8,114 – 250

Other contributions:

Cash contributions Kerb and gutter RMS contributions (regional roads, block grant) Other Developer constructed assets Contributions to legal and consultant fees Parks – contribution by sporting club

Total other contributions – cash Non-cash contributions Recreation and culture

Total other contributions – non-cash Total other contributions

Total contributions TOTAL GRANTS AND CONTRIBUTIONS

538

–

603

–

1,598

467

9,249

–

467

–

538

603

2,065

9,249

538

603

15,101

24,903

12,508

10,141

24,202

36,304

Accounting policy for grants and contributions Accounting policy from 1 July 2019 Grant income under AASB 15 Where grant income arises from an agreement which is enforceable and contains sufficiently specific performance obligations then the revenue are recognised when control of each performance obligations is satisfied. The performance obligations are varied based on the agreement but include the purchasing or planting of shrubs and trees for bush regeneration, improving the environmental condition of the critically endangered Sydney Turpentine Ironbark vegetation, establishing tree canopy wildlife corridors etc. Payment terms vary depending on the terms of the grant, cash is received upfront for some grants and on the achievement of certain payment milestones for others. Each performance obligation is considered to ensure that the revenue recognition reflects the transfer of control and within grant agreements there may be some performance obligations where control transfers at a point in time and others which have continuous transfer of control over the life of the contract. Where control is transferred over time, generally the input methods being either costs or time incurred are deemed to be the most appropriate methods to reflect the transfer of benefit.

continued on next page ... A leading, people-focused organisation delivering outstanding results for our community and city

Page 19 of 93

Financial Statements 2020

Georges River Council Notes to the Financial Statements for the year ended 30 June 2020

Note 3. Revenue from continuing operations (continued) Grant income Assets arising from grants in the scope of AASB 1058 is recognised at the assets fair value when the asset is received. Councils considers whether there are any related liability or equity items associated with the asset which are recognised in accordance with the relevant accounting standard. Once the assets and liabilities have been recognised then income is recognised for any remaining asset value at the time that the asset is received. Capital grants Capital grants received to enable Council to acquire or construct an item of infrastructure, property, plant and equipment to identified specifications which will be under Councilâ&#x20AC;&#x2122;s control and which is enforceable are recognised as revenue as and when the obligation to construct or purchase is completed. For construction projects, this is generally as the construction progresses in accordance with costs incurred since this is deemed to be the most appropriate measure of the completeness of the construction project as there is no profit margin. For acquisitions of assets, the revenue is recognised when the asset is acquired and controlled by the Council. Contributions Council has obligations to provide facilities from contribution revenues levied on developers under the provisions of sections 7.4, 7.11 and 7.12 of the Environmental Planning and Assessment Act 1979. While Council generally incorporates these amounts as part of a Development Consents Order, such developer contributions are only recognised as income upon receipt by Council, due to the possibility that individual development consents may not be acted upon by the applicant and, accordingly, would not be payable to Council. Developer contributions may only be expended for the purposes for which the contributions were required, but the Council may apply contributions according to the priorities established in work schedules Accounting policy prior to 1 July 2019 Control over grants and contributions is normally obtained upon their receipt (or acquittal) and revenue is recognised at this time and is valued at the fair value of the granted or contributed asset at the date of transfer. Where grants or contributions recognised as revenues during the financial year were obtained on condition that they be expended in a particular manner, or used over a particular period, and those conditions were un-discharged at reporting date, the unused grant or contribution is disclosed below. A liability is recognised in respect of revenue that is reciprocal in nature to the extent that the requisite service has not been provided at reporting date.

continued on next page ...

Georges River Council // Annual Report 2019/20

Page 20 of 93

Georges River Council

Financial Statements 2020

Notes to the Financial Statements for the year ended 30 June 2020

Note 3. Revenue from continuing operations (continued) §Note/Subtotal§

$ '000

2020

2019

921

670

–

625

531

–

(374)

(764)

–

(f) Unspent grants and contributions – external restrictions Certain grants and contributions are obtained by Council on condition that they be spent in a specified manner due to externally imposed restrictions.

Operating grants

Unexpended at the close of the previous reporting period Add: operating grants recognised as income in the current period but not yet spent (2019 only) Add: operating grants received for the provision of goods and services in a future period Less: operating grants recognised in a previous reporting period now spent (2019 only) Less: operating grants received in a previous reporting period now spent and recognised as income

Unexpended and held as externally restricted assets (operating grants)

688

921

797

2,844

–

682 –

– (2,128)

(533)

–

Capital grants

Unexpended at the close of the previous reporting period Add: capital grants recognised as income in the current period but not yet spent (2019 only) Add: capital grants received for the provision of goods and services in a future period Less: capital grants recognised in a previous reporting period now spent (2019 only) Less: capital grants received in a previous reporting period now spent and recognised as income

Unexpended and held as externally restricted assets (capital grants)

946

797

75,662 12,796 (13,344)

70,400 17,379 (12,117)

Contributions

Unexpended at the close of the previous reporting period Add: contributions recognised in the current period but not yet spent Less: contributions recognised in a previous reporting period now spent

Unexpended and held as externally restricted assets (contributions)

75,114

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75,662

Page 21 of 93

Financial Statements 2020

Georges River Council Notes to the Financial Statements for the year ended 30 June 2020

Note 3. Revenue from continuing operations (continued) §Note/Subtotal§

$ '000

AASB 15 2020

AASB 1058 2020

– – 14,188 2,631 – – – –

96,766 4,451 – 10,615 12,796 4,240 – 6,028

(g) Disaggregation of material revenue streams The following shows the revenue recognition pattern for the material revenue streams of Council. Revenue recognition at a point in time Rates and annual charges Financial assistance grants User charges and fees Grant revenue and non-developer contributions Developer contributions Fines Sale of goods Other Revenue recognised over time Grant revenue Grants to acquire or construct Council controlled assets User charges and fees Other

16,819

134,896

1,639 – – 222

– 6,186 – –

1,861

Georges River Council // Annual Report 2019/20

6,186

Page 22 of 93

Georges River Council

Financial Statements 2020

Notes to the Financial Statements for the year ended 30 June 2020

Note 4. Interest and investment income §Note/Subtotal§ §Subnote§

$ '000 Interest on financial assets measured at amortised cost – Overdue rates and annual charges (incl. special purpose rates) – Cash and investments Fair value adjustments – Movements in investments at fair value through profit and loss

Total Interest and investment income

2020

2019

201 2,419

182 5,336

373

2,699

5,891

142 951

129 2,486

939 166 374 43 3

1,824 338 587 64 2

Interest revenue is attributable to:

Unrestricted investments/financial assets: Overdue rates and annual charges (general fund) General Council cash and investments Restricted investments/funds – external: Development contributions – Section 7.11 – Section 7.4 VPAs Domestic waste management operations Other externally restricted assets Town Improvement Rates Other externally restricted assets Stormwater Management Restricted investments/funds – internal: Internally restricted assets

Total interest and investment revenue

2,699

461

5,891

Accounting policy for interest and investment revenue

Interest income is recognised using the effective interest rate at the date that interest is earned.

A leading, people-focused organisation delivering outstanding results for our community and city

Page 23 of 93

Financial Statements 2020

Georges River Council Notes to the Financial Statements for the year ended 30 June 2020

Note 5. Expenses from continuing operations §Note/Subtotal§ §Subnote§

$ '000

2020

2019

47,309 1,231 492 4,886 4,151 932 760 93 550

45,043 164 413 5,552 4,076 1,019 766 94 668

(a) Employee benefits and on-costs Salaries and wages Employee termination costs (where material – other than vested leave paid) Travel expenses Employee leave entitlements (ELE) Superannuation Superannuation – defined benefit plans Workers’ compensation insurance Fringe benefit tax (FBT) Training costs (other than salaries and wages)

Total employee costs

60,404

57,795

Less: capitalised costs

(1,644)

(1,287)

TOTAL EMPLOYEE COSTS EXPENSED

58,760

56,508

580

567

Number of ‘full-time equivalent’ employees (FTE) at year end

Accounting policy for employee benefits and on-costs

Employee benefit expenses are recorded when the service has been provided by the employee. Retirement benefit obligations All employees of the Council are entitled to benefits on retirement, disability or death. Council contributes to various defined benefit plans and defined contribution plans on behalf of its employees. Superannuation plans Contributions to defined contribution plans are recognised as an expense as they become payable. Prepaid contributions are recognised as an asset to the extent that a cash refund or a reduction in the future payments is available. Council participates in a defined benefit plan under the Local Government Superannuation Scheme, however, sufficient information to account for the plan as a defined benefit is not available and therefore Council accounts for its obligations to defined benefit plans on the same basis as its obligations to defined contribution plans, i.e. as an expense when it becomes payable – refer to Note 20 for more information. §Subnote§

$ '000

2020

2019

2 39

– 74

(b) Borrowing costs (i) Interest bearing liability costs Interest on leases Interest on loans

Total interest bearing liability costs

Total interest bearing liability costs expensed

TOTAL BORROWING COSTS EXPENSED

Accounting policy for borrowing costs

Borrowing costs incurred for the construction of any qualifying asset are capitalised during the period of time that is required to complete and prepare the asset for its intended use or sale. Other borrowing costs are expensed as incurred.

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Georges River Council // Annual Report 2019/20

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Georges River Council

Financial Statements 2020

Notes to the Financial Statements for the year ended 30 June 2020

Note 5. Expenses from continuing operations (continued) §Note/Subtotal§

$ '000

2020

2019

2,253 21,769 9,799 5,049 119

1,991 20,179 8,913 4,421 113

106 1,803 186

592 1,472 –

– 2,716 1,116 218 948

222 2,529 1,284 165 573

(c) Materials and contracts Raw materials and consumables Contractor and consultancy costs – waste services Contractor and consultancy costs – contractors (various services) Contractor and consultancy costs – consultancy costs Auditors remuneration 2 Legal expenses: – Legal expenses: planning and development – Legal expenses: other Expenses from leases of low value assets (2020 only) Operating leases expense (2019 only): – Operating lease rentals: minimum lease payments 1 IT expenses Motor vehicle expenses Other maintenance of assets Other

Total materials and contracts

TOTAL MATERIALS AND CONTRACTS

46,082

42,454

46,082

42,454

Accounting policy for materials and contracts

Expenses are recorded on an accruals basis as the council receives the goods or services. Operating leases (2019 only) Leases in which a significant portion of the risks and rewards of ownership are not transferred to Council as lessee are classified as operating leases. Payments made under operating leases (net of any incentives received from the lessor) are charged to the income statement on a straight-line basis over the period of the lease.

1. Operating lease payments are attributable to: Computers Other

– –

109 113

–

222

119

113

2. Auditor remuneration

During the year, the following fees were incurred for services provided by the auditor of Council, related practices and non-related audit firms

Auditors of the Council - NSW Auditor-General: (i) Audit and other assurance services Audit and review of financial statements

Total Auditor-General remuneration

119

113

–

Non NSW Auditor-General audit firms (i) Audit and other assurance services Other audit and assurance services

Total remuneration of non NSW Auditor-General audit firms Total Auditor remuneration

–

119

113

continued on next page ... A leading, people-focused organisation delivering outstanding results for our community and city

Page 25 of 93

Financial Statements 2020

Georges River Council Notes to the Financial Statements for the year ended 30 June 2020

Note 5. Expenses from continuing operations (continued) §Note/Subtotal§

$ '000

2020

2019

2,146 558 257

2,255 497 278

2,218 2,702 477 7,711 1,338 1,303 3,113 31

2,112 2,351 383 6,033 973 1,196 2,609 –

552 14 414

399 14 457

Notes

(d) Depreciation, amortisation and impairment of non-financial assets Depreciation and amortisation

Plant and equipment Office equipment Furniture and fittings Infrastructure: – Buildings – non-specialised – Buildings – specialised – Other structures – Roads – Footpaths – Stormwater drainage – Other open space/recreational assets Right of use assets Other assets: – Library books – Other Intangible assets

Total gross depreciation and amortisation costs

Total depreciation and amortisation costs Impairment / revaluation decrement of IPP&E Infrastructure: – Other structures

22,834

19,557

22,834

19,557

Total gross IPP&E impairment / revaluation decrement costs / (reversals)

212

–

212

–

Total IPP&E impairment / revaluation decrement costs / (reversals) charged to Income Statement

212

–

23,046

19,557

TOTAL DEPRECIATION, AMORTISATION AND IMPAIRMENT FOR NON-FINANCIAL ASSETS

Accounting policy for depreciation, amortisation and impairment expenses of non-financial assets Depreciation and amortisation

Depreciation and amortisation are calculated using the straight line method to allocate their cost, net of their residual values, over their estimated useful lives. Useful lives are included in Note 10 for IPPE assets and Note 12 for intangible assets and Note 14 for right of use assets. Depreciation is capitalised where in-house assets have contributed to new assets.

Impairment of non-financial assets

Intangible assets that have an indefinite useful life, or are not yet available for use, are tested annually for impairment, or more frequently if events or changes in circumstances indicate that they might be impaired. Other assets that do not meet the criteria above are tested for impairment whenever events or changes in circumstances indicate that the carrying amount may not be recoverable. An impairment loss is recognised for the amount by which the asset’s carrying amount exceeds its recoverable amount. The recoverable amount is the higher of an asset’s fair value less costs to sell and value in use. For the purposes of assessing impairment, assets are grouped at the lowest levels for which there are separately identifiable cash inflows that are largely independent of the cash inflows from other assets or groups of assets (cash-generating units). Non-financial assets that suffered an impairment are reviewed for possible reversal of the impairment at each reporting date. continued on next page ...

Georges River Council // Annual Report 2019/20

Page 26 of 93

Georges River Council

Financial Statements 2020

Notes to the Financial Statements for the year ended 30 June 2020

Note 5. Expenses from continuing operations (continued) Impairment losses for revalued assets are firstly offset against the amount in the revaluation surplus for the class of asset, with only the excess to be recognised in the Income Statement.

continued on next page ... A leading, people-focused organisation delivering outstanding results for our community and city

Page 27 of 93

Financial Statements 2020

Georges River Council Notes to the Financial Statements for the year ended 30 June 2020

Note 5. Expenses from continuing operations (continued) §Note/Subtotal§

$ '000

2020

2019

236 202 69 – 303 2,201 34 69 397 56 768 1,222 1,296 301 484 1,878 347 364 299 736 1,124 1,183 5,610 570 90 200

266 248 20 – 407 2,114 20 65 368 112 998 1,607 1,170 186 415 2,447 429 253 298 1,023 1,007 1,129 6,000 578 82 121

(e) Other expenses Advertising Bad and doubtful debts Bank charges Contributions/levies to other levels of government – Department of planning levy – Emergency services levy (includes FRNSW, SES, and RFS levies) – Other contributions/levies Councillor expenses – mayoral fee/administrator fee Councillor expenses – councillors’ fees Councillors’ expenses (incl. mayor) – other (excluding fees above) Donations, contributions and assistance to other organisations (Section 356) Electricity and heating Insurance Postage Printing and stationery Street lighting Telephone and communications Valuation fees Catering food and beverage Commission charges Exhibitions, festivals and events Property expenses – utilities Property expenses – other Memberships and subscriptions Other recruitment and staff well being Other

Total other expenses

TOTAL OTHER EXPENSES

20,039

21,363

Accounting policy for other expenses

Other expenses are recorded on an accruals basis as the Council receives the goods or services.

Georges River Council // Annual Report 2019/20

Page 28 of 93

Financial Statements 2020

Georges River Council Notes to the Financial Statements for the year ended 30 June 2020

Note 6. Gain or loss from disposal of assets §Note/Subtotal§ §Subnote§

$ '000

Notes

2020

2019

849 (492)

1,699 (1,020)

87,291 (87,398)

65,839 (65,900)

Plant and equipment

Proceeds from disposal – plant and equipment Less: carrying amount of plant and equipment assets sold/written off

Net gain/(loss) on disposal

357

679

Investments

Proceeds from disposal/redemptions/maturities – investments Less: carrying amount of investments sold/redeemed/matured

Net gain/(loss) on disposal

(107)

(61)

Office Equipment

Less: carrying amount of Office equipment assets sold/written off

Net gain/(loss) on disposal

–

(8)

–

(8)

– (55)

– (65)

Library Collection

Proceeds from disposal – Library collection Less: carrying amount of Library collection assets sold/written off

Net gain/(loss) on disposal

(55)

(65)

57 (57)

5 –

Land

Proceeds from disposal – Land Less: carrying amount of Land assets sold/written off

Net gain/(loss) on disposal

NET GAIN/(LOSS) ON DISPOSAL OF ASSETS

–

195

550

Accounting policy for disposal of assets

Gains and losses on disposals are determined by comparing proceeds with carrying amount. These are included in the Income Statement. The gain or loss on sale of an asset is determined when control of the asset has irrevocably passed to the buyer and the asset is de-recognised.

A leading, people-focused organisation delivering outstanding results for our community and city

Page 29 of 93

Financial Statements 2020

Georges River Council Notes to the Financial Statements for the year ended 30 June 2020

Note 7(a). Cash and cash equivalents §Note/Subtotal§ §Subnote§

$ '000

2020

2019

8,148

8,019

Cash and cash equivalents Cash on hand and at bank Cash-equivalent assets – Deposits at call

16,435

Total cash and cash equivalents

24,583

10,192

18,211

Accounting policy for cash and cash equivalents

For Statement of Cash Flow presentation purposes, cash and cash equivalents include: cash on hand; deposits held at call with financial institutions; other short-term, highly liquid investments with original maturities of three months or less that are readily convertible to known amounts of cash and which are subject to an insignificant risk of changes in value; and bank overdrafts. Bank overdrafts are shown within borrowings in current liabilities on the Statement of Financial Position.

Note 7(b). Investments §Note§

§Subnote§

$ '000

2020 Current

2020 Non-current

2019 Current

2019 Non-current

40,574 41,000

– 39,000

57,461 51,041

– 40,000

Investments

a. ‘Financial assets at fair value through profit and loss’ – ‘Held for trading’ b. ‘Financial assets at amortised cost’

Total Investments

TOTAL CASH ASSETS, CASH EQUIVALENTS AND INVESTMENTS

81,574

39,000

108,502

40,000

106,157

39,000

126,713

40,000

– –

6,301 51,160

– –

Financial assets at fair value through the profit and loss Managed funds Floating Rate Notes (with maturities > 3 months)

Total

6,379 34,195

40,574

–

57,461

–

Financial assets at amortised cost Long term deposits

41,000

Total

41,000

39,000

51,041

40,000

Accounting policy for investments §Subnote§

Financial instruments are recognised initially on the date that the Council becomes party to the contractual provisions of the instrument. On initial recognition, all financial instruments are measured at fair value plus transaction costs (except for instruments measured at fair value through profit or loss where transaction costs are expensed as incurred).

Financial assets

All recognised financial assets are subsequently measured in their entirety at either amortised cost or fair value, depending on the classification of the financial assets.

Classification

On initial recognition, Council classifies its financial assets into the following categories – those measured at: • amortised cost • fair value through profit and loss (FVTPL) Financial assets are not reclassified subsequent to their initial recognition. continued on next page ...

Georges River Council // Annual Report 2019/20

Page 30 of 93

Georges River Council

Financial Statements 2020

Notes to the Financial Statements for the year ended 30 June 2020

Note 7(b). Investments (continued) Amortised cost

Assets measured at amortised cost are financial assets where: • the business model is to hold assets to collect contractual cash flows, and • the contractual terms give rise on specified dates to cash flows that are solely payments of principal and interest on the principal amount outstanding. Council’s financial assets measured at amortised cost comprise trade and other receivables, term deposits and cash and cash equivalents in the Statement of Financial Position. Subsequent to initial recognition, these assets are carried at amortised cost using the effective interest rate method less provision for impairment. Interest income, impairment and gains or loss on de-recognition are recognised in profit or loss.

Financial assets through profit or loss

All financial assets not classified as measured at amortised cost as described above are measured at fair value through profit or loss. Net gains or losses, including any interest or dividend income, are recognised in profit or loss. Council’s financial assets measured at fair value through profit or loss comprise investments in Floating Rate Notes (FRNs) and Negotiable Certificate of Deposits (NCDs) in the Statement of Financial Position.

A leading, people-focused organisation delivering outstanding results for our community and city

Page 31 of 93

Financial Statements 2020

Georges River Council Notes to the Financial Statements for the year ended 30 June 2020

Note 7(c). Restricted cash, cash equivalents and investments §Note/Subtotal§ §Subnote§

§Total§

$ '000

Total cash, cash equivalents and investments

2020 Current

2020 Non-current

2019 Current

2019 Non-current

106,157

39,000

126,713

40,000

63,013 43,116 28

39,000 – –

64,091 60,871 1,751

40,000 – –

attributable to:

External restrictions Internal restrictions Unrestricted

106,157

39,000

126,713

40,000

§Total§

$ '000

2020

2019

64,635 1,636 606 2,932 176 10,419 21,609

63,972 1,718 1,863 2,586 331 11,689 21,932

Details of restrictions External restrictions – other

Developer contributions – general Specific purpose unexpended grants - General Environmental and stormwater levies Town improvement levy Special rate levy Voluntary planning agreements Domestic waste management

External restrictions – other

102,013

104,091

Total external restrictions

102,013

104,091

4,158 6,561 4,240 1,209 1,273 127 6,365 1,959 5,742 2,290 44 452 4,593 1,312 2,767 24

4,276 9,513 5,240 1,209 923 75 9,345 6,202 7,743 2,320 177 353 8,757 1,544 3,194 –

Internal restrictions

Plant and vehicle replacement Employees leave entitlement Deposits, retentions and bonds Childcare equipment Election reserve Hurstville golf course Asset management Commercial property Strategic centres Financial assistance grant Revolving Energy Tree Preservation Stronger communities fund Aquatic facilities Merger Initiatives Allocation Outdoor Synthetic Sports Fields

Total internal restrictions TOTAL RESTRICTIONS

Georges River Council // Annual Report 2019/20

43,116

60,871

145,129

164,962

Page 32 of 93

Financial Statements 2020

Georges River Council Notes to the Financial Statements for the year ended 30 June 2020

Note 8. Receivables §Note/Subtotal§ §Subnote§

$ '000

2020 Current

2020 Non-current

2019 Current

2019 Non-current

3,863 397 2,243 1

– – – –

2,559 422 3,126 1

– – – –

539 1,148 2,200 861 172

– – – – –

1,888 465 644 1,412 190

– – – – –

Purpose

Rates and annual charges Interest and extra charges User charges and fees Contributions to works Accrued revenues – Interest on investments – Other income accruals Government grants and subsidies Net GST receivable Other debtors

Total

Less: provision of impairment Debtors

11,424

–

10,707

–

Total provision for impairment – receivables

(712)

–

(538)

–

(712)

–

(538)

–

TOTAL NET RECEIVABLES

10,712

–

10,169

–

972 38 54

– – –

849 18 45

– – –

§Subnote§

Externally restricted receivables Domestic waste management Town improvement Stormwater management

Total external restrictions

1,064

–

912

–

Unrestricted receivables

9,648

–

9,257

–

10,712

–

10,169

–

TOTAL NET RECEIVABLES

§Subnote§

$ '000

2020

2019

538 242 (68)

290 248 –

Movement in provision for impairment of receivables

Balance at the beginning of the year (calculated in accordance with AASB 139) + new provisions recognised during the year – amounts provided for but recovered during the year

Balance at the end of the year

712

continued on next page ... A leading, people-focused organisation delivering outstanding results for our community and city

538

Page 33 of 93

Financial Statements 2020

Georges River Council Notes to the Financial Statements for the year ended 30 June 2020

Note 8. Receivables (continued) §Note/Subtotal§

Accounting policy for receivables Recognition and measurement

Receivables are included in current assets, except for those with maturities greater than 12 months after the reporting date which are classified as non-current assets. Receivables are recognised initially at fair value and subsequently measured at amortised cost using the effective interest method, less provision for impairment. Receivables are generally due for settlement within 30 days. Cash flows relating to short-term receivables are not discounted if the effect of discounting is immaterial.

Impairment

Impairment of financial assets measured at amortised cost is recognised on an expected credit loss (ECL) basis. When determining whether the credit risk of a financial asset has increased significantly since initial recognition, and when estimating ECL, the Council considers reasonable and supportable information that is relevant and available without undue cost or effort. This includes both quantitative and qualitative information and analysis based on Council’s historical experience and informed credit assessment, and including forward-looking information. When considering the ECL for rates debtors, Council takes into account that unpaid rates represent a charge against the rateable property that will be recovered when the property is next sold. For non-rates debtors, Council uses the presumption that an asset which is more than 30 days past due has seen a significant increase in credit risk. The Council uses the presumption that a financial asset is in default when: • the other party is unlikely to pay its credit obligations to the Council in full, without recourse by the Council to actions such as realising security (if any is held) or • the financial assets (for non-rates debtors) are more than 90 days past due. Credit losses are measured as the present value of the difference between the cash flows due to the entity in accordance with the contract, and the cash flows expected to be received. This is applied using a probability weighted approach. On initial recognition of the asset, an estimate of the expected credit losses for the next 12 months is recognised. Where the asset has experienced significant increase in credit risk then the lifetime losses are estimated and recognised. Council uses the simplified approach for trade receivables where the expected lifetime credit losses are recognised on day 1. There has been no change in the estimation techniques or significant assumptions made during the current reporting period. The Council writes off a trade receivable when there is information indicating that the debtor is in severe financial difficulty and there is no realistic prospect of recovery, e.g. when the debtor has been placed under liquidation or has entered into bankruptcy proceedings. Where the Council renegotiates the terms of receivables due from certain customers, the new expected cash flows are discounted at the original effective interest rate and any resulting difference to the carrying value is recognised in profit or loss. Rates and annual charges outstanding are secured against the property.

Georges River Council // Annual Report 2019/20

Page 34 of 93

Financial Statements 2020

Georges River Council Notes to the Financial Statements for the year ended 30 June 2020

Note 9. Inventories and other assets §Note/Subtotal§ §Subnote§

2020 Current

$ '000

2020 Non-current

2019 Current

2019 Non-current

(a) Inventories (i) Inventories at cost Stores and materials

Total inventories at cost

TOTAL INVENTORIES

113

–

155

–

113

–

155

–

113

–

155

–

731 –

– –

418 37

– –

(b) Other assets §Subnote§

Prepayments Deposit to supplier

TOTAL OTHER ASSETS

731

–

455

–

Accounting policy for inventories and other assets §Subnote§

Raw materials and stores, work in progress and finished goods

Raw materials and stores, work in progress and finished goods are stated at the lower of cost and net realisable value. Costs are assigned to individual items of inventory on the basis of weighted average costs. Costs of purchased inventory are determined after deducting rebates and discounts. Net realisable value is the estimated selling price in the ordinary course of business less the estimated costs of completion and the estimated costs necessary to make the sale.

A leading, people-focused organisation delivering outstanding results for our community and city

Page 35 of 93

Georges River Council // Annual Report 2019/20

– (11,551) (3,631) (2,415) – – – –

(34,893) (42,924) (6,394) (179,718) (38,302) – (73,861)

(27,774)

(3,140) (384)

(424,987)

209,047 197,208 15,160 727

110,172 146,957 15,836 589,246 103,824 112,932 149,530

79,642

4,249 444

1,791,696

Accumulated depreciation

28,245 19,008 5,346 4,123

Gross carrying amount

as at 30/06/19

1,366,709

1,109 60

51,868

75,279 104,033 9,442 409,528 65,522 112,932 75,669

209,047 197,208 15,160 727

28,245 7,457 1,715 1,708

Net carrying amount

23,136

– –

4,462

725 – – 4,825 2,200 – 3,495

31 – – –

7,314 – 74 10

Additions renewals 1

45,351

428 –

10,025

11,351 30 17 553 1,663 – 37

– – – –

17,009 4,007 206 25

Additions new assets

Revaluation increments to equity (ARR)

Gross carrying amount

(603)

(55) –

–

– – – – – – –

– (57) – –

– (491) – –

(22,389)

(552) (14)

(3,113)

(2,218) (2,702) (477) (7,711) (1,338) – (1,303)

– – – –

– (2,146) (558) (257)

(212)

– –

–

– – (212) – – – –

– – – –

(13,925)

– –

–

– – – – – – –

– – – –

(13,925) – – –

–

– –

–

– – – – – – –

6,114 (6,114) – –

– – – –

(4,879)

– –

(2,170)

– – (353) – (2,115) – –

(241) – – –

– – – –

11,250

28 –

–

3,591 1,321 – 5,902 – 40 368

– – – –

1,847,899

3,931 444

103,377

125,500 146,448 11,999 589,633 105,486 112,971 156,586

214,951 191,038 15,160 727

38,643 21,227 5,621 4,157

(443,460)

(2,973) (398)

(42,305)

(36,772) (43,766) (3,581) (176,535) (39,555) – (78,321)

– – – –

– (12,398) (4,184) (2,672)

Accumulated depreciation

Adjustments WIP and transfers transfers

Impairment loss / revaluation decrements (recognised in P/L)

Carrying value of Depreciation disposals expense

as at 30/06/20

Asset movements during the reporting period

Revaluation decrements to equity (ARR)

1,404,439

958 46

61,072

88,728 102,682 8,418 413,098 65,931 112,971 78,265

214,951 191,038 15,160 727

38,643 8,829 1,437 1,485

Net carrying amount

Financial Statements 2020

continued on next page ...

the overarching decrement in the operational land portfolio.

Page 36 of 93

(2) Six items of Operational land with a carrying value of $4.98m were found during the year-end valuation. Council has accounted for the land in equity through the asset revaluation reserve. The $4.98m increment was completely offset by

(1) Renewals are defined as the replacement of existing assets (as opposed to the acquisition of new assets).

Capital work in progress Plant and equipment Office equipment Furniture and fittings Land: – Operational land 2 – Community land – Council controlled land – Land under roads (post 30/6/08) Infrastructure: – Buildings – non-specialised – Buildings – specialised – Other structures – Roads – Footpaths – Bulk earthworks (non-depreciable) – Stormwater drainage – Other open space/recreational assets Other assets: – Library books – Other Total Infrastructure, property, plant and equipment

$ '000

§Note/Subtotal§ §Subnote§

Note 10. Infrastructure, property, plant and equipment

for the year ended 30 June 2020

Notes to the Financial Statements

Georges River Council

A leading, people-focused organisation delivering outstanding results for our community and city

– (11,478) (3,244) (2,136) – – – –

(34,487) (41,903) (5,917) (190,940) (38,732) – (72,088) (25,076)

(4,539) (370)

(430,910)

225,104 177,410 727

15,160

109,455 123,001 15,602 545,252 73,962 115,030 143,306 74,305

5,510 444

1,665,169

Accumulated depreciation

12,800 19,735 4,637 3,729

Gross carrying amount

as at 30/06/18

1,234,259

971 74

74,968 81,098 9,685 354,312 35,230 115,030 71,218 49,229

15,160

225,104 177,410 727

12,800 8,257 1,393 1,593

Net carrying amount

30,369

455 –

2,202 3,212 – 4,724 3,345 – 2,808 –

–

43 – –

10,225 2,475 595 285

Additions renewals 1

47,930

continued on next page ...

– –

168 17,199 – 299 369 – – 4,700

–

977 12,381 –

11,495 – 233 109

Additions new assets

(1) Renewals are defined as the replacement of existing assets (as opposed to the acquisition of new assets).

– Council controlled land Infrastructure: – Buildings – non-specialised – Buildings – specialised – Other structures – Roads – Footpaths – Bulk earthworks (non-depreciable) – Stormwater drainage – Other open space/recreational assets Other assets: – Library books – Other Total Infrastructure, property, plant and equipment

Capital work in progress Plant and equipment Office equipment Furniture and fittings Land: – Operational land – Community land – Land under roads (post 30/6/08)

$ '000

§Note/Subtotal§

(1,093)

(65) –

– – – – – – – –

–

– – –

– (1,020) (8) –

(19,100)

(399) (14)

(2,112) (2,351) (383) (6,033) (973) – (1,196) (2,609)

–

– – –

– (2,255) (497) (278)

(6,274)

– –

– – – – – – – –

–

– – –

(6,274) – – –

–

– –

– – – – – – – –

–

(7,417) 7,417 –

– – – –

Depreciation Adjustments expense WIP transfers and transfers

Asset movements during the reporting period Carrying value of disposals

Note 10. Infrastructure, property, plant and equipment (continued)

for the year ended 30 June 2020

Notes to the Financial Statements

Georges River Council

(11,759)

– –

– – – – – (2,099) – –

–

(9,660) – –

– – – –

92,376

147 –

52 4,873 140 56,227 27,552 – 2,838 547

–

– – –

– – – –

Revaluation decrements Revaluation to equity increments to (ARR) equity (ARR)

1,791,696

4,249 444

110,172 146,957 15,836 589,246 103,824 112,932 149,530 79,642

15,160

209,047 197,208 727

28,245 19,008 5,346 4,123

Gross carrying amount

1,366,709

1,109 60

75,279 104,033 9,442 409,528 65,522 112,932 75,669 51,868

15,160

209,047 197,208 727

28,245 7,457 1,715 1,708

Net carrying amount

Page 37 of 93

(424,987)

(3,140) (384)

(34,893) (42,924) (6,394) (179,718) (38,302) – (73,861) (27,774)

–

– – –

– (11,551) (3,631) (2,415)

Accumulated depreciation

as at 30/06/19

Financial Statements 2020

Georges River Council Notes to the Financial Statements for the year ended 30 June 2020

Note 10. Infrastructure, property, plant and equipment (continued) §Note/Subtotal§

Accounting policy for infrastructure, property, plant and equipment

Infrastructure, property, plant and equipment are held at fair value. Independent comprehensive valuations are performed at least every five years, however the carrying amount of assets is assessed by Council at each reporting date to confirm that it is not materially different from current fair value. Increases in the carrying amounts arising on revaluation are credited to the revaluation reserve. To the extent that the increase reverses a decrease previously recognising profit or loss relating to that asset class, the increase is first recognised as profit or loss. Decreases that reverse previous increases of assets in the same class are first charged against revaluation reserves directly in equity to the extent of the remaining reserve attributable to the class; all other decreases are charged to the Income Statement. Subsequent costs are included in the asset’s carrying amount or recognised as a separate asset, as appropriate, only when it is probable that future economic benefits associated with the item will flow to Council and the cost of the item can be measured reliably. All other repairs and maintenance are charged to the Income Statement during the financial period in which they are incurred. When infrastructure, property, plant and equipment are acquired by Council for nil or nominal consideration, the assets are initially recognised at their fair value at acquisition date. Land is not depreciated. The property, plant and equipment acquired under finance leases is depreciated over the asset’s useful life or over the shorter of the asset’s useful life and the lease term if there is no reasonable certainty that the Council will obtain ownership at the end of the lease term. Depreciation on other assets is calculated using the straight-line method to allocate their cost, net of their residual values, over their estimated useful lives as follows: Plant and equipment Office equipment Office furniture Computer equipment Vehicles Heavy plant/road making equipment Other plant and equipment Transportation assets Sealed roads: surface Sealed roads: structure Unsealed roads Bridge: concrete Bridge: other Road pavements Kerb, gutter and footpaths

Years 2 to 10 10 to 20 2 to 4 3 to 8 3 to 30 3 to 20

25 to 40 50 to 100 20 100 50 60 to 80 30 to 250

Other equipment Playground equipment Benches, seats etc.

Years 5 to 15 10 to 20

Buildings Buildings: masonry Buildings: other

50 to 200 15 to 60

Stormwater assets Drains Culverts Flood control structures

80 to 150 20 to 150 80 to 100

Other infrastructure assets Bulk earthworks Swimming pools Other open space/recreational assets Other infrastructure The assets’ residual values and useful lives are reviewed, and adjusted if appropriate, at each reporting date.

Infinite 50 to 75 5 to 150 5 to 100

Land under roads

Land under roads is land under roadways and road reserves including land under footpaths, nature strips and median strips. Council has elected not to recognise land under roads acquired before 1 July 2008 in accordance with AASB 1051 Land Under Roads. Land under roads acquired after 1 July 2008 is recognised in accordance with AASB 116 Property, Plant and Equipment.

Crown reserves

Crown reserves under Council’s care and control are recognised as assets of the Council. While ownership of the reserves remains with the Crown, Council retains operational control of the reserves and is responsible for their maintenance and use in accordance with the specific purposes to which the reserves are dedicated. Improvements on Crown reserves are also recorded as assets, while maintenance costs incurred by Council and revenues relating to the reserves are recognised within Council’s Income Statement.

Georges River Council // Annual Report 2019/20

Page 38 of 93

Georges River Council

Financial Statements 2020

Notes to the Financial Statements for the year ended 30 June 2020

Note 11. Investment properties §Note/Subtotal§ §Subnote§

$ '000

2020

2019

Owned investment property

Investment property on hand at fair value

Total owned investment property

19,310

17,660

19,310

17,660

17,660 1,640 10

17,800 (243) 103

(a) Reconciliation – owned investment property §Subnote§

Reconciliation of annual movement:

Opening balance – Net gain/(loss) from fair value adjustments – Other movements

CLOSING BALANCE – OWNED INVESTMENT PROPERTY

19,310

17,660

(b) Valuation basis §Subnote§

The basis of valuation of investment properties is fair value, being the amounts for which the properties could be exchanged between willing parties in arms length transaction, based on current prices in an active market for similar properties in the same location and condition and subject to similar leases. The 2020 revaluations were based on independent assessments made by Australis Asset Advisory Group. The Valuers qualifications are as follows: • AAPI, Certified Practising Valuer • Registered Property Valuer in Queensland, New South Wales, Western Australia, New Zealand • Bachelor of Information Technology, Postgraduate Degree in Property • Bachelor of Business Management, Valuation Certificate §Subnote§

$ '000

2020

2019

1,175 1,400

1,393 1,202

(c) Leasing arrangements – Council as lessor The investment properties are leased to tenants under long-term operating leases with rentals payable monthly. Future minimum lease payments receivable under non-cancellable investment property operating leases not recognised in the financial statements are receivable as follows: Within 1 year Later than 1 year but less than 5 years

Total minimum lease payments receivable

2,575

2,595

1,884

1,821

(922)

(910)

1,640

(243)

(d) Investment property income and expenditure – summary §Subnote§

Rental income from investment property: – Minimum lease payments Direct operating expenses on investment property: – that generated rental income

Net revenue contribution from investment property

962

911

plus:

Fair value movement for year

Total income attributable to investment property

2,602

668

Accounting policy for investment property

Investment property, principally comprising freehold office buildings, is held for long-term rental yields and is not occupied by the Council. Changes in fair values are recorded in the Income Statement as a separate line item.

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Page 39 of 93

Financial Statements 2020

Georges River Council Notes to the Financial Statements for the year ended 30 June 2020

Note 11. Investment properties (continued) Properties that are under construction for future use as investment properties are regarded as investment property. These are also carried at fair value unless the fair value cannot yet be reliably determined. Where that is the case, the property will be accounted for at cost until either the fair value becomes reliably determinable or construction is complete.

Georges River Council // Annual Report 2019/20

Page 40 of 93

Georges River Council

Financial Statements 2020

Notes to the Financial Statements for the year ended 30 June 2020

Note 12. Intangible assets §Note/Subtotal§ §Subnote§

Intangible assets are as follows: §Subnote§

$ '000

2020

2019

Opening values at 1 July Gross book value Accumulated amortisation Net book value – opening balance

3,927 (2,565) 1,362

3,947 (2,108) 1,839

Movements for the year – Purchases – Prior year classification adjustment

278 –

– (20)

(414)

(457)

4,205 (2,979)

3,927 (2,565)

1,226

1,362

1,226

1,362

Software

– Amortisation charges Closing values at 30 June Gross book value Accumulated amortisation

Total software – net book value

§Subnote§

TOTAL INTANGIBLE ASSETS – NET BOOK VALUE §Subnote§

Accounting policy for intangible assets Software

Costs incurred in developing products or systems and costs incurred in acquiring software and licenses that will contribute to future period financial benefits through revenue generation and/or cost reduction are capitalised to software and systems. Costs capitalised include external direct costs of materials and services, direct payroll, and payroll related costs of employees’ time spent on the project. Amortisation is calculated on a straight line basis over periods generally ranging from three to five years. Software development costs include only those costs directly attributable to the development phase and are only recognised following completion of technical feasibility, and where Council has an intention and ability to use the asset.

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Page 41 of 93

Financial Statements 2020

Georges River Council Notes to the Financial Statements for the year ended 30 June 2020

Note 13. Contract assets and liabilities §Note/Subtotal§ §Subnote§

2020 Current

2020 Non-current

(i)

626

4,644

(ii)

531

Total grants received in advance

1,157

4,653

Total contract liabilities

1,157

4,653

$ '000

Notes

Contract liabilities Grants and contributions received in advance: Unexpended capital grants (to construct Council controlled assets) Unexpended operating grants (received prior to performance obligation being satisified)

Notes (i) Council has received funding to construct assets including sporting facilities, bridges, library and other infrastructure. The funds received are under an enforceable contract which require Council to construct an identified asset which will be under Council’s control on completion. The revenue is recognised as Council constructs the asset and the contract liability reflects the funding received which cannot yet be recognised as revenue. The revenue is expected to be recognised in the next 12 months. (ii) The contract liability relates to grants received prior to the revenue recognition criteria in AASB 15 being satisfied since the performance obligations are ongoing.

§Subnote§

$ '000

2020

(ii) Revenue recognised (during the financial year) from opening contract liability balances Grants and contributions received in advance: Capital grants (to construct Council controlled assets) Operating grants (received prior to performance obligation being satisfied)

4,587 499

Total Revenue recognised during the financial year that was included in the contract liability balance at the beginning of the period

5,086

§Subnote§

Significant changes in contract assets and liabilities

The contract liabilities have arisen on adoption of AASB 15 and AASB 1058. Previously income received in advance was recognised for reciprocal contracts. The increase in a contract liability is primarily due to grants in the scope of AASB 15 and capital grants received by Council to acquire or construct assets which will be under Council’s control. Previously, revenue was recognised on receipt of the funds.

Accounting policy for contract assets and liabilities

Where the amounts billed to customers are based on the achievement of various milestones established in the contract, the amounts recognised as revenue in a given period do not necessarily coincide with the amounts billed to or certified by the customer. When a performance obligation is satisfied by transferring a promised good or service to the customer before the customer pays consideration or before the payment is due, Council presents the work in progress as a contract asset, unless the rights to that amount of consideration are unconditional, in which case Council recognises a receivable. When an amount of consideration is received from a customer / fund provider prior to Council transferring a good or service to the customer, Council presents the funds which exceed revenue recognised as a contract liability.

Georges River Council // Annual Report 2019/20

Page 42 of 93

Financial Statements 2020

Georges River Council Notes to the Financial Statements for the year ended 30 June 2020

Note 14. Leases §Note/Subtotal§ §Subnote§

The Council has applied AASB 16 using the modified retrospective (cumulative catch-up) method and therefore the comparative information has not been restated and continues to be reported under AASB 117 and related Interpretations.

(i) Council as a lessee IT equipment

Leases for IT equipment are generally for low value assets, except for significant items such as photocopiers and servers. The leases are for between 2 and 5 years, the payments are fixed, and there is a renewal option. Due to advances in technology, it is unlikley that Council would renew the leases at the end of the term. §Subnote§

$ '000

IT Equipment

Total

–

62 131 (31)

(a) Right of use assets Opening balance at 30 June 2019 Adoption of AASB 16 at 1 July 2019 – first time lease recognition Additions to right-of-use assets Depreciation charge

RIGHT OF USE ASSETS

162

2020 Current

2020 Non-current

§Subnote§

$ '000

(b) Lease liabilities Lease liabilities

TOTAL LEASE LIABILITIES (1)

118

All lease liabilities are in relation to IT equipment right of use assets

(i) The maturity analysis §Subnote§

The maturity analysis of lease liabilities based on contractual undiscounted cash flows is shown in the table below:

$ '000 Cash flows

< 1 year

1 – 5 years

Total

Total per Statement of Financial Position

118

160

§Subnote§

$ '000

2020

(c) Income Statement The amounts recognised in the Income Statement relating to leases where Council is a lessee are shown below: Interest on lease liabilities Depreciation of right of use assets Expenses relating to low-value leases continued on next page ... A leading, people-focused organisation delivering outstanding results for our community and city

2 31 186

219

Page 43 of 93

Financial Statements 2020

Georges River Council Notes to the Financial Statements for the year ended 30 June 2020

Note 14. Leases (continued) $ '000

2020

(d) Statement of Cash Flows §Subnote§

Total cash outflow for leases

(219)

Accounting policy §Subnote§

Accounting policies under AASB 16 – applicable from 1 July 2019

At inception of a contract, Council assesses whether a lease exists – i.e. does the contract convey the right to control the use of an identified asset for a period of time in exchange for consideration. Council has elected not to separate non-lease components from lease components for any class of asset and has accounted for payments as a single component. At the lease commencement, Council recognises a right-of-use asset and associated lease liability for the lease term. The lease term includes extension periods where Council believes it is reasonably certain that the option will be exercised. The right-of-use asset is measured using the cost model where cost on initial recognition comprises: the lease liability, initial direct costs, prepaid lease payments, estimated cost of removal and restoration, less any lease incentives. The right-of-use is depreciated over the lease term on a straight-line basis and assessed for impairment in accordance with the impairment of asset accounting policy. The lease liability is initially recognised at the present value of the remaining lease payments at the commencement of the lease. The discount rate is the rate implicit in the lease, however where this cannot be readily determined then the Council’s incremental borrowing rate for a similar term with similar security is used. Subsequent to initial recognition, the lease liability is measured at amortised cost using the effective interest rate method. The lease liability is re-measured when there is a lease modification, or change in estimate of the lease term or index upon which the lease payments are based (e.g. CPI). Where the lease liability is re-measured, the right-of-use asset is adjusted to reflect the re-measurement. Exceptions to lease accounting Council has applied the exceptions to lease accounting for both short-term leases (i.e. leases with a term of less than or equal to 12 months) and leases of low-value assets. Council recognises the payments associated with these leases as an expense on a straight-line basis over the lease term.

Accounting policy under AASB 117 and associated Accounting Interpretations (2019 only) Refer to Note 5c and Note 17.

Georges River Council // Annual Report 2019/20

Page 44 of 93

Financial Statements 2020

Georges River Council Notes to the Financial Statements for the year ended 30 June 2020

Note 15. Payables and borrowings §Note/Subtotal§ §Subnote§

$ '000

2020 Current

2020 Non-current

2019 Current

2019 Non-current

4,226 2,583 717

– – –

3,845 4,311 –

– – –

2,724 4,792 10,062 26 141

– – – – –

24 4,092 10,842 30 348

– – – – –

Payables

Goods and services – operating expenditure Goods and services – capital expenditure Prepaid rates Accrued expenses: – Salaries and wages – Other expenditure accruals Security bonds, deposits and retentions ATO fringe benefits tax Other

Total payables

25,271

–

23,492

–

Income received in advance Payments received in advance

Total income received in advance

452

–

596

–

Borrowings

Loans – secured

Total borrowings

TOTAL PAYABLES AND BORROWINGS (1)

500

625

500

1,125

500

625

500

1,125

26,223

625

24,588

1,125

Loans are secured over the general rating income of Council. Disclosures on liability interest rate risk exposures, fair value disclosures and security can be found in Note 20.

§Subnote§

2020 Current

2020 Non-current

2019 Current

2019 Non-current

3,216

–

1,676

–

3,216

–

1,676

–

Total payables and borrowings relating to restricted assets

3,216

–

1,676

–

Total payables and borrowings relating to unrestricted assets

23,007

625

22,912

1,125

26,223

625

24,588

1,125

$ '000

(a) Payables and borrowings relating to restricted assets Externally restricted assets Domestic waste management Payables and borrowings relating to externally restricted assets

TOTAL PAYABLES AND BORROWINGS

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Page 45 of 93

Financial Statements 2020

Georges River Council Notes to the Financial Statements for the year ended 30 June 2020

Note 15. Payables and borrowings (continued) §Note/Subtotal§

$ '000

2020

2019

(b) Current payables and borrowings not anticipated to be settled within the next twelve months The following liabilities, even though classified as current, are not expected to be settled in the next 12 months. Payables – security bonds, deposits and retentions

Total payables and borrowings

7,861

8,842

7,861

8,842

as at 30/06/20

Closing balance

as at 30/06/19

$ '000 Loans – secured Lease liabilities

TOTAL

Opening Balance

Cash flows

Non-cash changes Acquisition due to change in accounting policy

1,625 –

(500) (34)

– 194

1,125 160

1,625

(534)

194

1,285

Cash flows

Non-cash changes Other non-cash movement

§Subnote§

as at 30/06/18 Opening Balance

$ '000 Loans – secured

TOTAL

as at 30/06/19 Closing balance

2,125

(500)

–

1,625

2,125

(500)

–

1,625

§Subnote§

$ '000

2020

2019

650 250 1,310

(d) Financing arrangements (i) Unrestricted access was available at balance date to the following lines of credit: Bank overdraft facilities 1 Credit cards/purchase cards Other - Bank Guarantee

Total financing arrangements

2,210

35 1,310

45 1,310

Drawn facilities as at balance date: – Credit cards/purchase cards – Other - Bank Guarantee

Total drawn financing arrangements

1,345

1,355

650 215

650 205

Undrawn facilities as at balance date: – Bank overdraft facilities – Credit cards/purchase cards

Total undrawn financing arrangements (1)

865

855

The bank overdraft facility may be drawn at any time and may be terminated by the bank without notice.

continued on next page ...

Georges River Council // Annual Report 2019/20

Page 46 of 93

Georges River Council

Financial Statements 2020

Notes to the Financial Statements for the year ended 30 June 2020

Note 15. Payables and borrowings (continued) Accounting policy for payables and borrowings ยงSubnoteยง

Council measures all financial liabilities initially at fair value less transaction costs, subsequently financial liabilities are measured at amortised cost using the effective interest rate method. The financial liabilities of the Council comprise trade payables, bank and other loans and finance lease liabilities.

Payables

These amounts represent liabilities for goods and services provided to the council prior to the end of financial year that are unpaid. The amounts are unsecured and are usually paid within 30 days of recognition.

Borrowings

Borrowings are initially recognised at fair value, net of transaction costs incurred. Borrowings are subsequently measured at amortised cost. Any difference between the proceeds (net of transaction costs) and the redemption amount is recognised in the Income Statement over the period of the borrowings using the effective-interest method. Fees paid on the establishment of loan facilities are recognised as transaction costs of the loan to the extent that it is probable that some or all of the facility will be drawn down. In this case, the fee is deferred until the drawdown occurs. To the extent that there is no evidence that it is probable that some or all of the facility will be drawn down, the fee is capitalised as a prepayment for liquidity services and amortised over the period of the facility to which it relates. Borrowings are removed from the Statement of Financial Position when the obligation specified in the contract is discharged, cancelled or expired. The difference between the carrying amount of a financial liability that has been extinguished or transferred to another party and the consideration paid, including any non-cash assets transferred or liabilities assumed, is recognised in other income or finance cost. Borrowings are classified as current liabilities unless Council has an unconditional right to defer settlement of the liability for at least 12 months after the reporting date.

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Page 47 of 93

Financial Statements 2020

Georges River Council Notes to the Financial Statements for the year ended 30 June 2020

Note 16. Provisions §Note/Subtotal§ §Subnote§

$ '000

2020 Current

2020 Non-current

2019 Current

2019 Non-current

4,620 360 8,675 – 279 13,934

– – 567 – – 567

4,105 495 9,055 146 185 13,986

– – 425 – – 425

196 160 356

8 – 8

203 73 276

6 – 6

14,290

575

14,262

431

Provisions Employee benefits Annual leave Sick leave Long service leave Gratuities Other leave – RDO and TOIL Sub-total – aggregate employee benefits Other provisions Other - Workers Compensation Other Sub-total – other provisions

TOTAL PROVISIONS

§Subnote§

$ '000

2020

2019

8,608

8,488

(a) Current provisions not anticipated to be settled within the next twelve months The following provisions, even though classified as current, are not expected to be settled in the next 12 months. Provisions – employees benefits

8,608

8,488

(b) Description of and movements in provisions §Subnote§

§Total§

ELE provisions

$ '000

Annual leave

Long service leave Sick leave

Other employee benefits

Total

2020 At beginning of year Additional provisions Amounts used (payments) Remeasurement effects Other – LSL Receipts Total ELE provisions at end of year

4,105 3,319 (3,113) 309 – 4,620

495 6 (131) (10) – 360

9,480 1,221 (1,415) 68 (112) 9,242

331 63 (138) 23 – 279

14,411 4,609 (4,797) 390 (112) 14,501

3,871 3,619 (3,485) 100 – 4,105

473 7 (22) 37 – 495

8,936 1,607 (1,529) 666 (200) 9,480

431 126 (234) 8 – 331

13,711 5,359 (5,270) 811 (200) 14,411

2019 At beginning of year Additional provisions Amounts used (payments) Remeasurement effects Other – LSL Receipts Total ELE provisions at end of year

continued on next page ...

Georges River Council // Annual Report 2019/20

Page 48 of 93

Georges River Council

Financial Statements 2020

Notes to the Financial Statements for the year ended 30 June 2020

Note 16. Provisions (continued) Nature and purpose of non-employee benefit provisions Â§SubnoteÂ§

Other - Workers Compensation To recognise liabilities for Workers Compensation expense in relation to the Employee Benefits provisions. Other To recognise liabilities for planned redundancies.

Accounting policy for provisions

Provisions are recognised when Council has a present legal or constructive obligation as a result of past events, it is probable that an outflow of resources will be required to settle the obligation, and the amount has been reliably estimated. Where there are a number of similar obligations, the likelihood that an outflow will be required in settlement is determined by considering the class of obligations as a whole. A provision is recognised even if the likelihood of an outflow with respect to any one item included in the same class of obligations may be small. Provisions are measured at the present value of managementâ&#x20AC;&#x2122;s best estimate of the expenditure required to settle the present obligation at the reporting date. The discount rate used to determine the present value reflects current market assessments of the time value of money and the risks specific to the liability. The increase in the provision due to the passage of time is recognised as interest expense.

Employee benefits Short-term obligations Liabilities for wages and salaries (including non-monetary benefits, annual leave and accumulating sick leave expected to be wholly settled within 12 months after the end of the period in which the employees render the related service) are recognised in respect of employees' services up to the end of the reporting period and are measured at the amounts expected to be paid when the liabilities are settled. The liability for annual leave and accumulating sick leave is recognised in the provision for employee benefits. All other short-term employee benefit obligations are presented as payables. Other long-term employee benefit obligations The liability for long-service leave and annual leave that is not expected to be wholly settled within 12 months after the end of the period in which the employees render the related service is recognised in the provision for employee benefits and measured as the present value of expected future payments to be made in respect of services provided by employees up to the end of the reporting period using the projected unit credit method. Consideration is given to expected future wage and salary levels, experience of employee departures, and periods of service. Expected future payments are discounted using market yields at the end of the reporting period on national government bonds with terms to maturity and currency that match, as closely as possible, the estimated future cash outflows. On-costs The employee benefit provisions include the aggregate on-cost liabilities that will arise when payment of current employee benefits is made in future periods. These amounts include superannuation and payroll tax expenses which will be payable upon the future payment of certain leave liabilities which employees are entitled to at the reporting period. The obligations are presented as current liabilities in the Statement of Financial Position if the Council does not have an unconditional right to defer settlement for at least 12 months after the reporting date, regardless of when the actual settlement is expected to occur.

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Page 49 of 93

Financial Statements 2020

Georges River Council Notes to the Financial Statements for the year ended 30 June 2020

Note 17. Accumulated surplus, revaluation reserves, changes in accounting policies, changes in accounting estimates and errors §Note/Subtotal§ §Subnote§

(a) Nature and purpose of reserves Infrastructure, property, plant and equipment revaluation reserve

The infrastructure, property, plant and equipment revaluation reserve is used to record increments / decrements of non-current asset values due to their revaluation.

(b) Changes in accounting policies due to adoption of new accounting standards (not-retrospective) §Subnote§

During the year ended 30 June 2020, the Council has adopted AASB 15 Revenue from Contracts with Customers, AASB 1058 Income of Not-for-profit Entities and AASB 16 Leases using the modified retrospective (cumulative catch-up) method and therefore the comparative information for the year ended 30 June 2019 has not been restated and continues to comply with AASB 111 Construction Contracts, AASB 117 Leases, AASB 118 Revenue, AASB 1004 Contributions and associated Accounting Interpretations. §Total§

All adjustments on adoption of AASB 15 and AASB 1058 have been taken to retained earnings at 1 July 2019. The impacts of adopting these standards and associated transition disclosures are provided below:

(i) AASB 15 and AASB 1058 §Subnote§

The following approach has been applied on transition to AASB 15 and AASB 1058: §Total§

• •

Council has not adopted the completed contract expedient and therefore has not excluded revenue which was fully recognised in previous years in accordance with the former accounting standards and pronouncements. Council has retrospectively restated contracts for modifications that occurred before 1 July 2019 unless such contract modification were minor.

Prepaid rates

Under AASB 1004, rates were recorded as revenue at the earliest of receipt of the funds from the ratepayer and the beginning of the rating period. Under AASB 1058, prepaid rates are recognised as a financial liability until the beginning of the rating period.

Grants – operating

Under AASB 1004, most grant income was recognised as revenue on receipt. Under AASB 15, where an agreement is enforceable and contains sufficiently specific performance obligations, the revenue is either recognised over time as the work is performed, or recognised at the point in time that the control of the services passes to the customer.

Grants – capital

Under AASB 1004, most grant monies were recorded as revenue on receipt. Under AASB 1058, where Council has received assets (including cash) to acquire or construct a non-financial asset, the asset is to be controlled by Council and the contract is enforceable, then the asset is recognised as a contract liability on receipt and recorded as revenue as the performance obligation to acquire or construct the asset is completed.

Changes in presentation

In addition to the above changes in accounting policies, the Council has also amended the presentation of certain items to align them with the requirements of AASB 15 and AASB 1058: •

Additional line item for contract liabilities has been created.

continued on next page ...

Georges River Council // Annual Report 2019/20

Page 50 of 93

Financial Statements 2020

Georges River Council Notes to the Financial Statements for the year ended 30 June 2020

Note 17. Accumulated surplus, revaluation reserves, changes in accounting policies, changes in accounting estimates and errors (continued) §Note/Subtotal§ §Total§

Balance at 1 July 2019

$ '000

Opening contract balances at 1 July 2019 Contract liabilities – Under AASB 15 – Under AASB 1058

507 9,232

Total Contract liabilities

9,739

Comparison of financial statement line items under AASB 15 compared to previous standards for the current year §Total§

The following tables show the impact of adopting AASB 15 and AASB 1058 on the Council’s financial statements for the year ended 30 June 2020. Statement of Financial Position

$ '000

Carrying amount per Statement of Financial Position under AASB 15 and AASB 1058

Reclassification

Remeasurement

Carrying amount under previous revenue standards

24,583 81,574 10,712 113 731

– – – – –

24,583 81,574 10,712 113 731

Notes

Current assets

Cash and cash equivalents Investments Receivables Inventories Other

Total current assets

117,713

–

117,713

25,271 452 1,157 42 500 14,290

– – – – – –

– – (1,157) – – –

25,271 452 – 42 500 14,290

Current liabilities

Payables Income received in advance Contract liabilities Lease liabilities Borrowings Provisions

Total current liabilities

41,712

–

(1,157)

40,555

39,000

–

39,000

1,404,439 19,310 1,226 162

– – – –

1,404,439 19,310 1,226 162

Non-current assets

Investments Infrastructure, property, plant and equipment Investment property Intangible assets Right of use assets

Total non-current assets

1,464,137

–

1,464,137

continued on next page ... A leading, people-focused organisation delivering outstanding results for our community and city

Page 51 of 93

Financial Statements 2020

Georges River Council Notes to the Financial Statements for the year ended 30 June 2020

Note 17. Accumulated surplus, revaluation reserves, changes in accounting policies, changes in accounting estimates and errors (continued) §Note/Subtotal§ §Total§

$ '000

Carrying amount per Statement of Financial Position under AASB 15 and AASB 1058

Reclassification

Remeasurement

Carrying amount under previous revenue standards

4,653 118 625 575

– – – –

(4,653) – – –

– 118 625 575

Notes

Non-current liabilities Contract liabilities Lease liabilities Borrowings Provisions

Total Non-current liabilities

Net assets

5,971

–

(4,653)

1,318

1,534,167

–

5,810

1,539,977

1,424,085 110,082

– –

5,810 –

1,429,895 110,082

Equity

Accumulated surplus Revaluation reserves

Council equity interest

1,534,167

–

5,810

1,539,977

Total equity

1,534,167

–

5,810

1,539,977

Elimination of contract liability which arises under AASB 1058 for funds received to construct an asset to be controlled by Council and other funds under AASB 15 which have been received prior to the satisfaction of performance obligations.

continued on next page ...

Georges River Council // Annual Report 2019/20

Page 52 of 93

Financial Statements 2020

Georges River Council Notes to the Financial Statements for the year ended 30 June 2020

Note 17. Accumulated surplus, revaluation reserves, changes in accounting policies, changes in accounting estimates and errors (continued) Income Statement §Note/Subtotal§ §Total§

$ '000 Income from continuing operations Rates and annual charges User charges and fees Other revenues Grants and contributions provided for operating purposes Grants and contributions provided for capital purposes Interest and investment income Net gains from the disposal of assets Fair value increment on investment properties

Total Income from continuing operations

Expenses from continuing operations Employee benefits and on-costs Borrowing costs Materials and contracts Depreciation and amortisation Other expenses Revaluation decrement / impairment of IPP&E

Total Expenses from continuing operations Total Operating result from continuing operations

Net operating result for the year Total comprehensive income

Income Statement and comprehensive income under AASB 15 and AASB 1058

Reclassification

Remeasurement

Income Statement and comprehensive income under previous revenue standards

96,766 14,187 10,489

– – –

96,766 14,187 10,489

12,508

–

12,541

24,202 2,699 195

– – –

(3,961) – –

20,241 2,699 195

1,640

–

1,640

162,686

–

(3,928)

158,758

58,760 41 46,082 22,834 20,039

– – – – –

58,760 41 46,082 22,834 20,039

212

–

212

147,968

–

147,968

14,718

–

(3,928)

10,790

14,718

–

(3,928)

10,790

21,089

–

(3,928)

17,161

Notes

Difference in grant revenue between recognition on receipt under the old standards and as/when performance obligations are met under the new standards.

continued on next page ... A leading, people-focused organisation delivering outstanding results for our community and city

Page 53 of 93

Financial Statements 2020

Georges River Council Notes to the Financial Statements for the year ended 30 June 2020

Note 17. Accumulated surplus, revaluation reserves, changes in accounting policies, changes in accounting estimates and errors (continued) Adjustments to the current year figures for the year ended 30 June 2020 §Note/Subtotal§ §Total§

Statement of Financial Position

$ '000

Original Balance 1 July, 2019

Contract liabilities

Total liabilities

continued on next page ...

Restated Balance 1 July, 2019

–

9,739

–

9,739

Accumulated surplus

Total equity

Impact Increase/ (decrease)

–

(9,739)

–

(9,739)

Georges River Council // Annual Report 2019/20

Page 54 of 93

Georges River Council

Financial Statements 2020

Notes to the Financial Statements for the year ended 30 June 2020

Note 17. Accumulated surplus, revaluation reserves, changes in accounting policies, changes in accounting estimates and errors (continued) §Note/Subtotal§

(ii) AASB 16 Leases Council as a lessee Under AASB 117, Council assessed whether leases were operating or finance leases, based on its assessment of whether the significant risks and rewards of ownership had been transferred to Council or remained with the lessor. Under AASB 16, there is no differentiation between finance and operating leases for the lessee and therefore all leases which meet the definition of a lease are recognised on the statement of financial position (except for short-term leases and leases of low-value assets). §Total§

Council has used the exception to lease accounting for short-term leases and leases of low-value assets, and the lease expense relating to these leases is recognised in the Income Statement on a straight- line basis. Practical expedients used on transition AASB 16 includes a number of practical expedients which can be used on transition. Council has used the following expedients: • • • • • • •

Contracts which had previously been assessed as not containing leases under AASB 117 were not re-assessed on transition to AASB 16. Lease liabilities have been discounted using the Council’s incremental borrowing rate at 1 July 2019. Right-of-use assets at 1 July 2019 have been measured at an amount equal to the lease liability adjustment by the any prepaid or accrued lease payments. A single discount rate was applied to all leases with similar characteristics. The right-of-use asset was adjusted by the existing onerous lease provision (where relevant) at 30 June 2019 rather than perform impairment testing of the right-of-use asset. Excluded leases with an expiry date prior to 30 June 2020 from the Statement of Financial Position, and lease expenses for these leases have been recorded on a straight-line basis over the remaining term. Used hindsight when determining the lease term if the contract contains options to extend or terminate the lease.

Financial statement impact of adoption of AASB 16 Council has recognised right-of-use assets and lease liabilities of $62k at 1 July 2019 for leases previously classified as operating leases, or leases that are significantly below market value which were previously off balance sheet. The weighted average lessee’s incremental borrowing rate applied to lease liabilities at 1 July 2019 was 1.42%.

$ '000

Operating lease commitments at 30 June 2019 per Council financial statements

Balance at 1 July 2019

784

Reconciliation of lease liabilities recognised on adoption of AASB 16 Leases §Total§

Operating lease commitments discounted using the incremental borrowing rate at 1 July 2019 Less: Leases for low-value assets included in commitments note

Lease liabilities recognised at 1 July 2019

782 (720)

Council as a lessor

For the arrangements where Council is a lessor, there are no significant accounting policy changes on adoption of AASB 16 except for sub-leases, which have now been classified in relation to the right-of-use asset under the head lease rather than the underlying asset.

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Page 55 of 93

Financial Statements 2020

Georges River Council Notes to the Financial Statements for the year ended 30 June 2020

Statement of Financial Position Original Balance 1 July, 2019

$ '000 Rights-of-use assets

Impact Increase/ (decrease)

Restated Balance 1 July, 2019

Total assets

–

Payables – accrued interest on leases (30/6/2019) Leases

Total liabilities

– –

– 62

–

Accumulated surplus

–

Total equity

Georges River Council // Annual Report 2019/20

Page 56 of 93

Financial Statements 2020

Georges River Council Notes to the Financial Statements for the year ended 30 June 2020

Note 18. Statement of cash flow information §Note/Subtotal§ §Subnote§

$ '000

Notes

2020

2019

24,583

18,211

(a) Reconciliation of cash and cash equivalents Total cash and cash equivalents per Statement of Financial Position

Balance as per the Statement of Cash Flows

7(a)

24,583

18,211

14,718

33,035

22,834 (195) (9,739)

19,557 (550) –

(79) (1,640) 212

(373) 243 –

(717) 174 42 (276) 381 3,400 (418) 5,810 90 82

(944) 248 (29) 59 (935) (1,563) 2,396 – 700 (136)

34,679

51,708

(b) Reconciliation of net operating result to cash provided from operating activities §Subnote§

Net operating result from Income Statement

Adjust for non-cash items: Depreciation and amortisation Net losses/(gains) on disposal of assets Adoption of AASB 15/1058 Losses/(gains) recognised on fair value re-measurements through the P&L: – Investments classified as ‘at fair value’ or ‘held for trading’ – Investment property – Revaluation decrements / impairments of IPP&E direct to P&L +/– Movement in operating assets and liabilities and other cash items: Decrease/(increase) in receivables Increase/(decrease) in provision for impairment of receivables Decrease/(increase) in inventories Decrease/(increase) in other current assets Increase/(decrease) in payables Increase/(decrease) in other accrued expenses payable Increase/(decrease) in other liabilities Increase/(decrease) in contract liabilities Increase/(decrease) in provision for employee benefits Increase/(decrease) in other provisions

Net cash provided from/(used in) operating activities from the Statement of Cash Flows

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Page 57 of 93

Financial Statements 2020

Georges River Council Notes to the Financial Statements for the year ended 30 June 2020

Note 19. Commitments §Note/Subtotal§ §Subnote§

$ '000

2020

2019

11,191 381 1,005 2,472 1

7,006 374 5,714 5,308 243

(a) Capital commitments (exclusive of GST) Capital expenditure committed for at the reporting date but not recognised in the financial statements as liabilities:

Property, plant and equipment Buildings Plant and equipment Parks Infrastructure Software

Total commitments

15,050

These expenditures are payable as follows: Within the next year

Total payable

15,050

18,645

15,050

18,645

408 578

194 590

(b) Non-cancellable operating lease commitments §Subnote§

a. Commitments under non-cancellable operating leases at the reporting date, but not recognised as liabilities are payable: Within the next year Later than one year and not later than 5 years

Total non-cancellable operating lease commitments

986

784

b. Non-cancellable operating leases include the following assets: Office equipment - computers, scanners, printer / photocopier fleet

Contingent rentals may be payable depending on the condition of items or usage during the lease term.

Conditions relating to finance and operating leases:

– All operating lease agreements are secured only against the leased asset. – No lease agreements impose any financial restrictions on Council regarding future debt etc. Refer to Note 14 for information relating to leases for 2020.

Georges River Council // Annual Report 2019/20

Page 58 of 93

Financial Statements 2020

Georges River Council Notes to the Financial Statements for the year ended 30 June 2020

Note 20. Contingencies §Note/Subtotal§ §Subnote§

The following assets and liabilities do not qualify for recognition in the Statement of Financial Position, but their knowledge and disclosure is considered relevant to the users of Council’s financial report. LIABILITIES NOT RECOGNISED 1. Guarantees (i) Defined benefit superannuation contribution plans Council is party to an Industry Defined Benefit Plan under the Local Government Superannuation Scheme, named The Local Government Superannuation Scheme – Pool B (the Scheme) which is a defined benefit plan that has been deemed to be a ‘multi-employer fund’ for purposes of AASB119 Employee Benefits for the following reasons: – Assets are not segregated within the sub-group according to the employees of each sponsoring employer. – The contribution rates have been the same for all sponsoring employers. That is, contribution rates have not varied for each sponsoring employer according to the experience relating to the employees of that sponsoring employer. – Benefits for employees of all sponsoring employers are determined according to the same formulae and without regard to the sponsoring employer. – The same actuarial assumptions are currently used in respect of the employees of each sponsoring employer. Given the factors above, each sponsoring employer is exposed to the actuarial risks associated with current and former employees of other sponsoring employers, and hence shares in the associated gains and losses (to the extent that they are not borne by members). Description of the funding arrangements. Pooled Employers are required to pay future service employer contributions and past service employer contributions to the Fund. The future service employer contributions were determined using the new entrant rate method under which a contribution rate sufficient to fund the total benefits over the working life-time of a typical new entrant is calculated. The current future service employer contribution rates are: Division B

1.9 times member contributions for non-180 Point Members; Nil for 180 Point Members*

Division C

2.5% salaries

Division D

1.64 times member contributions

* For 180 Point Members, Employers are required to contribute 7% of salaries to these members’ accumulation accounts, which are paid in addition to members’ defined benefits. The past service contribution for each Pooled Employer is a share of the total past service contributions of $40.0 million for 1 July 2019 to 30 June 2021, apportioned according to each employer’s share of the accrued liabilities as at 30 June 2019. These past service contributions are used to maintain the adequacy of the funding position for the accrued liabilities. The adequacy of contributions is assessed at each triennial actuarial investigation and monitored annually between triennials. Description of the extent to which Council can be liable to the plan for other Council’s obligations under the terms and conditions of the multi-employer plan As stated above, each sponsoring employer (Council) is exposed to the actuarial risks associated with current and former employees of other sponsoring employers and hence shares in the associated gains and losses. However, there is no relief under the Fund's trust deed for employers to walk away from their defined benefit obligations. Under limited circumstances, an employer may withdraw from the plan when there are no active members, on full payment of outstanding additional contributions. There is no provision for allocation of any surplus which may be present at the date of withdrawal of the Council.

continued on next page ... A leading, people-focused organisation delivering outstanding results for our community and city

Page 59 of 93

Financial Statements 2020

Georges River Council Notes to the Financial Statements for the year ended 30 June 2020

Note 20. Contingencies (continued) There are no specific provisions under the Fund's trust deed dealing with deficits or surplus on wind-up. The amount of Council employer contributions to the defined benefit section of the Local Government Superannuation Scheme and recognised as an expense for the year ending 30 June 2020 was $796,737.30. The last valuation of the Scheme was performed by the Fund Actuary, Richard Boyfield FIAA for the period ended 30 June 2019. Council’s expected contribution to the plan for the next annual reporting period is $808,140.56. The estimated employer reserves financial position for the Pooled Employers at 30 June 2020 is: Employer reserves only * Assets Past Service Liabilities Vested Benefits

$millions 1,695.2 1,773.2 1,757.5

Asset Coverage 95.6% 96.5%

* excluding member accounts and reserves in both assets and liabilities. Based on a Past Service Liabilities methodology, the share of the deficit that can be attributed to Georges River Council is 1.10%. Council’s share of that deficiency cannot be accurately calculated as the Scheme is a mutual arrangement where assets and liabilities are pooled together for all member councils. For this reason, no liability for the deficiency has been recognised in Council’s accounts. Council has a possible obligation that may arise should the Scheme require immediate payment to correct the deficiency. The key economic long term assumptions used by the actuary to calculate the present value of accrued benefits are: Investment return Salary inflation * Increase in CPI

5.75% per annum 3.5% per annum 2.5% per annum

* Plus promotional increases The contribution requirements may vary from the current rates if the overall sub-group experience is not in line with the actuarial assumptions in determining the funding program; however, any adjustment to the funding program would be the same for all sponsoring employers in the Pooled Employers group. (ii) Statewide Mutual Council is a member of Statewide Mutual, a mutual pool scheme providing liability insurance to local government. Membership includes the potential to share in either the net assets or liabilities of the fund depending on its past performance. Council’s share of the net assets or liabilities reflects Council’s contributions to the pool and the result of insurance claims within each of the fund years. The future realisation and finalisation of claims incurred but not reported to 30/6 this year may result in future liabilities or benefits as a result of past events that Council will be required to fund or share in respectively. (iii) StateCover Limited Council is a member of StateCover Mutual Limited and holds a partly paid share in the entity. StateCover is a company providing workers compensation insurance cover to the NSW local government industry and specifically Council. Council has a contingent liability to contribute further equity in the event of the erosion of the company’s capital base as a result of the company’s past performance and/or claims experience or as a result of any increased prudential requirements from APRA. These future equity contributions would be required to maintain the company’s minimum level of net assets in accordance with its licence requirements. continued on next page ...

Georges River Council // Annual Report 2019/20

Page 60 of 93

Georges River Council

Financial Statements 2020

Notes to the Financial Statements for the year ended 30 June 2020

Note 20. Contingencies (continued) (iv) Other guarantees Council has provided no other guarantees other than those listed above. 2. Other liabilities (i) Third party claims The Council is involved from time to time in various claims incidental to the ordinary course of business including claims for damages relating to its services. Council believes that it is appropriately covered for all claims through its insurance coverage and does not expect any material liabilities to eventuate. (ii) Potential land acquisitions due to planning restrictions imposed by Council Council has classified a number of privately owned land parcels as local open space or bushland. As a result, where notified in writing by the various owners, Council will be required to purchase these land parcels. At reporting date, reliable estimates as to the value of any potential liability (and subsequent land asset) from such potential acquisitions has not been possible. ASSETS NOT RECOGNISED (i) Land under roads As permitted under AASB 1051, Council has elected not to bring to account land under roads that it owned or controlled up to and including 30/6/08. (ii) Infringement notices/fines Fines and penalty income, the result of Council issuing infringement notices is followed up and collected by the Infringement Processing Bureau. Councilâ&#x20AC;&#x2122;s revenue recognition policy for such income is to account for it as revenue on receipt. Accordingly, at year end, there is a potential asset due to Council representing issued but unpaid infringement notices. Due to the limited information available on the status, value and duration of outstanding notices, Council is unable to determine the value of outstanding income.

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Page 61 of 93

Financial Statements 2020

Georges River Council Notes to the Financial Statements for the year ended 30 June 2020

Note 21. Financial risk management §Note/Subtotal§ §Subnote§

Risk management Council’s activities expose it to a variety of financial risks including (1) price risk, (2) credit risk, (3) liquidity risk and (4) interest rate risk. The Council’s overall risk management program focuses on the unpredictability of financial markets and seeks to minimise potential adverse effects on the financial performance of the Council. Council does not engage in transactions expressed in foreign currencies and is therefore not subject to foreign currency risk. Financial risk management is carried out by Council’s finance section under policies approved by the Council. A comparison by category of the carrying amounts and fair values of Council’s financial assets and financial liabilities recognised in the financial statements is presented below.

$ '000

Carrying value 2020

Carrying value 2019

Fair value 2020

Fair value 2019

24,583 10,712

18,211 10,169

24,583 9,995

18,211 10,169

80,000

91,041

80,000

91,041

Financial assets

Measured at amortised cost Cash and cash equivalents Receivables Investments – ‘Financial assets at amortised cost’ Fair value through profit and loss Investments – ‘Held for trading’

40,574

Total financial assets

57,461

40,574

57,461

155,869

176,882

155,152

176,882

25,271 1,125 160

23,492 1,625 –

24,553 1,125 160

23,492 1,625 –

Financial liabilities Payables Loans/advances Lease liabilities

Total financial liabilities

26,556

25,117

25,838

25,117

Fair value is determined as follows: •

Cash and cash equivalents, receivables, payables – are estimated to be the carrying value that approximates market value.

•

Borrowings and held-to-maturity investments – are based upon estimated future cash flows discounted by the current market interest rates applicable to assets and liabilities with similar risk profiles, unless quoted market prices are available.

•

Financial assets classified (i) ‘at fair value through profit and loss’ or (ii) ‘available-for-sale’ – are based upon quoted market prices (in active markets for identical investments) at the reporting date or independent valuation.

Council’s objective is to maximise its return on cash and investments whilst maintaining an adequate level of liquidity and preserving capital. Council's finance area manages the cash and Investments portfolio with the assistance of independent advisors. Council has an investment policy which complies with the Local Government Act 1993 and Minister’s investment order 625. This policy is regularly reviewed by Council and its staff and an investment report is tabled before Council on a monthly basis setting out the portfolio breakup and its performance as required by Local Government regulations. The risks associated with the instruments held are:

continued on next page ...

Georges River Council // Annual Report 2019/20

Page 62 of 93

Financial Statements 2020

Georges River Council Notes to the Financial Statements for the year ended 30 June 2020

Note 21. Financial risk management (continued) •

Price risk – the risk that the capital value of Investments may fluctuate due to changes in market prices, whether there changes are caused by factors specific to individual financial instruments or their issuers or are caused by factors affecting similar instruments traded in a market.

•

Interest rate risk – the risk that movements in interest rates could affect returns and income.

•

Liquidity risk – the risk that Council will not be able to pay its debts as and when they fall due.

Credit risk – the risk that the investment counterparty will not complete their obligations particular to a financial instrument, resulting in a financial loss to Council – be it of a capital or income nature. Council manages these risks (amongst other measures) by diversifying its portfolio and only purchasing investments with high credit ratings or capital guarantees. •

Council also seeks advice from independent advisers before placing any funds in cash equivalents and investments.

(a) Market risk – price risk and interest rate risk §Subnote§

The impact on result for the year and equity of a reasonably possible movement in the price of investments held and interest rates is shown below. The reasonably possible movements were determined based on historical movements and economic conditions in place at the reporting date.

$ '000

Increase of values/rates Profit Equity

Decrease of values/rates Profit Equity

2020 Possible impact of a 10% movement in market values Possible impact of a 1% movement in interest rates

4,057 1,452

(4,057) (1,452)

2019 Possible impact of a 10% movement in market values Possible impact of a 1% movement in interest rates

5,746 1,684

(5,746) (1,684)

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Page 63 of 93

Financial Statements 2020

Georges River Council Notes to the Financial Statements for the year ended 30 June 2020

Note 21. Financial risk management (continued) §Note/Subtotal§

(b) Credit risk Council’s major receivables comprise (i) rates and annual charges and (ii) user charges and fees. Council manages the credit risk associated with these receivables by monitoring outstanding debt and employing stringent debt recovery procedures. Council also encourages ratepayers to pay their rates by the due date through incentives. There are no significant concentrations of credit risk, whether through exposure to individual customers, specific industry sectors and/or regions. Council makes suitable provision for doubtful receivables as required and carries out credit checks on most non-rate debtors. There are no material receivables that have been subjected to a re-negotiation of repayment terms.

Credit risk profile §Total§

Receivables – rates and annual charges

Credit risk on rates and annual charges is minimised by the ability of Council to secure a charge over the land relating to the debts – that is, the land can be sold to recover the debt. Council is also able to charge interest on overdue rates and annual charges at higher than market rates which further encourages the payment of debt. $ '000

Not yet overdue

< 1 year overdue

1 - 2 years overdue

2 - 5 years overdue

> 5 years overdue

Total

–

2,829

934

100

–

3,863

(348)

1,942

972

(16)

2,559

2020 Gross carrying amount

2019 Gross carrying amount

Receivables - non-rates and annual charges §Total§

Council applies the simplified approach for non-rates and annual charges debtors to provide for expected credit losses prescribed by AASB 9, which permits the use of the lifetime expected loss provision. To measure the expected credit losses, non-rates and annual charges debtors have been grouped based on shared credit risk characteristics and the days past due. The loss allowance provision as at 30 June 2020 is determined as follows. The expected credit losses incorporate forwardlooking information. $ '000

Not yet overdue

0 - 30 days overdue

31 - 60 days overdue

61 - 90 days overdue

> 91 days overdue

Total

5,355

200

160

287

1,559

7,561

6,458

312

175

1,143

8,148

2020 Gross carrying amount

2019 Gross carrying amount

continued on next page ...

Georges River Council // Annual Report 2019/20

Page 64 of 93

Financial Statements 2020

Georges River Council Notes to the Financial Statements for the year ended 30 June 2020

Note 21. Financial risk management (continued) §Note/Subtotal§

(c) Liquidity risk Payables, lease liabilities and borrowings are both subject to liquidity risk – the risk that insufficient funds may be on hand to meet payment obligations as and when they fall due. Council manages this risk by monitoring its cash flow requirements and liquidity levels and maintaining an adequate cash buffer. Payment terms can (in extenuating circumstances) also be extended and overdraft facilities utilised as required. Borrowings are also subject to interest rate risk – the risk that movements in interest rates could adversely affect funding costs and debt servicing requirements. Council manages this risk through diversification of borrowing types, maturities and interest rate structures. The finance team regularly reviews interest rate movements to determine if it would be advantageous to refinance or renegotiate part or all of the loan portfolio. The timing of cash flows presented in the table below to settle financial liabilities reflects the earliest contractual settlement dates. The timing of expected outflows is not expected to be materially different from contracted cashflows. The amounts disclosed in the table are the undiscounted contracted cash flows for non-lease liabilities and therefore the balances in the table may not equal the balances in the Statement of Financial Position due to the effect of discounting.

$ '000 2020 Trade/other payables Loans and advances

Total financial liabilities 2019 Trade/other payables Loans and advances

Total financial liabilities

Weighted average interest rate

Subject to no maturity

0.00% 2.04%

10,062 –

0.00% 3.23%

payable in: 1-5 ≤ 1 Year > 5 Years Years 14,492 523

– 640

– –

Total cash outflows

Actual carrying values

24,554 1,163

24,554 1,125

10,062

15,015

640

–

25,717

25,679

10,842 –

12,650 516

– 1,225

– –

23,492 1,741

23,492 1,625

10,842

13,166

1,225

–

25,233

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25,117

Page 65 of 93

Financial Statements 2020

Georges River Council Notes to the Financial Statements for the year ended 30 June 2020

Note 22. Material budget variations §Note/Subtotal§ §Subnote§

Council’s original financial budget for 19/20 was adopted by the Council on 24/06/2019 and is unaudited. While the Income Statement included in this General Purpose Financial Statements must disclose the original budget adopted by Council, the Local Government Act 1993 requires Council to review its financial budget on a quarterly basis, so that it is able to manage the various variations between actuals versus budget that invariably occur throughout the year. This note sets out the details of material variations between Council’s original budget and its actual results for the year as per the Income Statement – even though such variations may have been adjusted for during each quarterly budget review. Material variations represent those variances between the original budget figure and the actual result that amount to 10% or more. Variation Key: F = Favourable budget variation, U = Unfavourable budget variation.

$ '000

2020 Budget

2020 Actual

94,979

96,766

2020 -------- Variance --------

REVENUES Rates and annual charges

1,787

15,496 14,187 (1,309) (8)% U User charges and fees Material budget variations in Leisure Centre Income and Community Events ($1.5m) due to the impact of Covid. Childcare Income was also under budget due to Covid ($1.9m), however this was offset by an increase in Government Subsidies which is shown in Operating Grants and Contributions result. These amounts were offset by additional income received for Road & Footpath Restorations ($2.1m) 9,175 10,489 1,314 14% F Other revenues Material budget variations were in Premium Facilities Sponsorship and Commission Income ($500k); Fines received ($450k) and Legal Fee Recoveries ($250k) 8,877 12,508 3,631 41% F Operating grants and contributions Material budget variations due to Covid related subsidies for Childcare ($1.9m) and the Roads to Recoveries Grant ($700k). Other grant income above budget received for Local Environment Planning ($1.1m) 14,068 24,202 10,134 72% F Capital grants and contributions Material budget variances were due to higher than anticipated Developer Contributions ($3.8m); State Government awarded Stronger Community Grant ($4.2m) and Grants for Parks Capital works ($2.1m), both of which were as a result of the adoption of the new revenue recognition accounting standards AASB 15 and AASB 1058. 3,426 2,699 (727) (21)% U Interest and investment revenue Interest and investment revenue is generated from Councils Term Deposits and Floating Rate Notes. The continual drop in interest rates throughout the year, and the reduction in cash to fund the operations and capital works program, has heavily impacted the return for Council. 1,061 195 (866) Net gains from disposal of assets Material budget variance due to the anticipated sale of Buchanan's Lane being postponed ($900k) Fair value increment on investment property

–

1,640

Georges River Council // Annual Report 2019/20

1,640

(82)%

∞

Page 66 of 93

Financial Statements 2020

Georges River Council Notes to the Financial Statements for the year ended 30 June 2020

Note 22. Material budget variations §Note/Subtotal§ §Total§

$ '000

2020 Budget

2020 Actual

2020 -------- Variance --------

58,730

58,760

(30)

42%

EXPENSES Employee benefits and on-costs Borrowing costs Favourable variance on Council loan interest expense ($30k)

39,364 46,082 (6,718) (17)% U Materials and contracts Material budget variances due to additional infrastructure contractor spend on Road & Footpath Restorations ($2.1m, which was offset by additional income received in User Charges and Fees); additional spend on Waste Tipping Fees due to increases in rateable properties ($900k); higher than anticipated legal fees ($800k); a change to accounting treatment of minor asset purchases has led to an increase in non-capitalised Asset Equipment purchases ($500k); Event Staff used for Premium Facilities events ($400k) and Professional Services for Local Environment Planning ($2.0m, offset by increases in Operating Grant and Contributions) 20,631 22,834 (2,203) (11)% Depreciation and amortisation Material budget variances due to the asset revaluation increments from the prior year and the substantial capital works program Council has completed in the last few years.

22,162 20,039 2,123 10% F Other expenses Material budget savings in Street Lighting and other Electricity light and power ($1.3m); insurance premiums ($300k) and Councillor Expenses ($350k) Fair value decrement on investment property

–

∞

Revaluation decrement / impairment of IPP&E

–

212

(212)

∞

24,337

34,679

10,342

42%

STATEMENT OF CASH FLOWS Cash flows from operating activities

(47,209) (27,774) 19,435 (41)% F Cash flows from investing activities The sale and purchase of invesment securties is difficult to estimate as they are based on forecasts prior to year-end actuals being finalised and therfore only a notional amount is included in the original cash flow budget. Cash flows from financing activities

(500)

(533)

(33)

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Page 67 of 93

Financial Statements 2020

Georges River Council Notes to the Financial Statements for the year ended 30 June 2020

Note 23. Fair Value Measurement §Note/Subtotal§ §Subnote§

The Council measures the following asset and liability classes at fair value on a recurring basis: – Infrastructure, property, plant and equipment – Investment property – Financial assets and liabilities The fair value of assets and liabilities must be estimated in accordance with various accounting standards for either recognition and measurement requirements or for disclosure purposes. Recent natural disasters and the impacts of COVID-19, have increased the likelihood that some items of property, plant and equipment (PPE) may have material movements in fair value as at 30 June 2020. The impact on PPE fair values will depend on the valuation approach used for an asset, i.e. the market approach, income approach or cost approach. •

The cost approach is particularly suited to assets such as specialised buildings, specialised plant and infrastructure held for their service potential, and specialised or unique heritage assets where there are no observable market selling prices. The cost approach assumes fair value reflects the amount that would be required to replace the service capacity of the asset. No significant changes to the fair value are expected under the cost approach except where assets have been destroyed or damaged. Council has the following asset types that are valued under the cost approach:

Asset Type Buildings – specialised Other structures Roads Footpaths Bulk earthworks Stormwater & drainage Open space •

Carrying Value $ ‘000 102,681 8,418 413,098 65,931 112,971 78,265 61,072

The market approach is mainly used for land and non-specialised buildings. Comparable transactions and market evidence from the outbreak to the relevant date of valuation are extremely limited. Our valuation was based on the information available to us as at the time of valuation. Whilst all reasonable steps were taken to estimate the effect on the properties, due to significant uncertainty in the property and capital markets and the rapid unfolding of these events, it is difficult to quantify and assess the impact that the outbreak had on market values. Council has the following asset types that are valued under the market approach:

Asset Type Carrying Value $ ‘000 Operational land 214,951 Buildings – non-specialised 88,728 •

Assets valued under the income approach are those predominantly to generate cash flows from the provision of goods and services. The recessionary environment created by COVID-19 may have significant impacts on demand for goods and services. Valuation inputs that may be subject to significant changes and uncertainty include projected cash flows, risk free interest rates and risk margins. Council has the following asset types that are valued under the income approach:

Asset Type Investment properties

Carrying Value $ ‘000 19,310

AASB 13 Fair Value Measurement requires all assets and liabilities measured at fair value to be assigned to a ‘level’ in the fair value hierarchy as follows: Level 1: Unadjusted quoted prices in active markets for identical assets or liabilities that the entity can access at the measurement date. Level 2: Inputs other than quoted prices included within level 1 that are observable for the asset or liability, either directly or indirectly. Level 3: Inputs for the asset or liability that are not based on observable market data (unobservable inputs). continued on next page ...

Georges River Council // Annual Report 2019/20

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Financial Statements 2020

Georges River Council Notes to the Financial Statements for the year ended 30 June 2020

Note 23. Fair Value Measurement (continued) (1) Assets and liabilities that have been measured and recognised at fair values §Subnote§

Fair value measurement hierarchy

2020

Date of latest valuation

Level 1 Quoted prices in active mkts

Level 2 Significant observable inputs

Level 3 Significant unobservable inputs

Total

Recurring fair value measurements Financial assets Investments – ‘Held for trading’

Total financial assets

30/06/20

–

40,574

–

40,574

Investment property Properties held with the primary purpose of external lease

Total investment property

30/06/20

–

19,310

–

19,310

–

19,310

–

19,310

– – – – – – – – – – – – – – – –

8,829 1,437 1,485 214,951 191,038 15,160 727 88,728 102,681 8,418 526,069 65,931 61,072 78,265 958 46

–

1,365,795

Infrastructure, property, plant and equipment Plant and equipment Office equipment Furniture and fittings Operational land Community land Council controlled land Land under roads (post 30/6/08) Buildings – non-specialised Buildings – specialised Other structures Roads and bridges Footpaths Open space Stormwater drainage Library books Other assets

Total infrastructure, property, plant and equipment

30/06/19 30/06/17 30/06/17 30/06/15 30/06/19 30/06/19 30/06/20 30/06/20 30/06/19 30/06/20 30/06/19

continued on next page ... A leading, people-focused organisation delivering outstanding results for our community and city

Page 69 of 93

Financial Statements 2020

Georges River Council Notes to the Financial Statements for the year ended 30 June 2020

Note 23. Fair Value Measurement (continued) §Note/Subtotal§

Fair value measurement hierarchy Date of latest valuation

2019

Level 1 Quoted prices in active mkts

Level 2 Significant observable inputs

Level 3 Significant unobservable inputs

Total

Recurring fair value measurements Financial assets §Total§

Investments – ‘Held for trading’

30/06/19

Total financial assets

–

57,461

–

57,461

Investment property Properties held with the primary purpose of external lease

Total investment property

30/06/19

–

17,660

–

17,660

–

17,660

–

17,660

– – – – – – – – – – – – – – – –

7,457 1,715 1,708 209,047 197,208 15,160 727 75,279 104,033 9,442 522,460 65,522 51,868 75,669 1,109 60

–

1,338,464

30/06/19 30/06/17 30/06/17 30/06/15 30/06/19 30/06/19 30/06/19 30/06/19 30/06/19 30/06/19 30/06/19

Total infrastructure, property, plant and equipment Note that capital WIP is not included above since it is carried at cost.

continued on next page ...

Georges River Council // Annual Report 2019/20

Page 70 of 93

Georges River Council

Financial Statements 2020

Notes to the Financial Statements for the year ended 30 June 2020

Note 23. Fair Value Measurement (continued) §Note/Subtotal§

(2) Valuation techniques used to derive level 2 and level 3 fair values Where Council is unable to derive fair valuations using quoted market prices of identical assets (ie. level 1 inputs) Council instead utilises a spread of both observable inputs (level 2 inputs) and unobservable inputs (level 3 inputs). The fair valuation techniques Council has employed while utilising level 2 and level 3 inputs are as follows: ◾

Financial assets

Council obtains valuations from independent investment advisors (CPG Research and Advisory Pty Ltd) on a monthly basis and at the end of each reporting period to ensure the financial statements reflect the most up-to-date valuations. Council holds various FRNs, covered and fixed interest bonds that are considered level 3 assets. Council obtains valuations from the arranger/issuer/bank on a monthly basis and/or at the end of each accounting period to ensure the financial statements reflect the most up to date valuation. The valuations sourced from the arranger/issuer/bank are based on mid-market prices. That is, valuations are marked at the mid-point of the bid and ask prices, which are variable (unobservable inputs), in the secondary market. ◾

Investment property

Council undertakes valuations of its investment property portfolio on an annual basis and at the end of each reporting period the financial statements reflect the most up-to-date valuation. The best estimate of fair value is the current price in an active market for similar assets; the following inputs are used where necessary: • •

Current prices in an active market for similar assets or similar properties in less active markets Discounted cash flow projections based on estimates of future cash inflows and outflows ‐ All investment properties are included in level 2 of the hierarchy with the key observable input to the valuation being the price per square metre.

The fair value of investment properties is determined by independent, qualified valuers who have experience in the location of the property. The revaluation of council’s investment properties building component was performed by Australis Asset Advisory Group as at 30 June 2020. ◾

Land (Operational, Community, Council Controlled and Land Under Roads)

Council obtains independent valuations of its Operational Land portfolio on a cyclic basis. Suitably qualified internal staff ensure that the fair value reported does not differ materially from actual fair value. In order to ascertain appropriate values to the Operational and Community Land, Council have primarily applied the Direct Comparison Approach. This approach involves investigation of vacant land sales evidence with comparable or similar characteristics. The various land components are analysed in order to derive a fair market value. For community and other special purpose land where there are a limited number of market transactions, Council have considered the market evidence of parcels of land of similar characteristics (but not restricted in use) with an appropriate discount applied for the property’s current zoning. The best estimate of fair value is the current price in an active market for similar assets; the following inputs are used where necessary: •

Current prices in active markets for similar assets or similar land parcels in less active markets ‐ Community and other special purpose land assets are included in level 3 of the hierarchy with the key unobservable input to the valuation being the price per square metre. Operational Land values are at indexation to reflect the inherent utility afforded from the 2015/16 valuation.

continued on next page ... A leading, people-focused organisation delivering outstanding results for our community and city

Page 71 of 93

Financial Statements 2020

Georges River Council Notes to the Financial Statements for the year ended 30 June 2020

Note 23. Fair Value Measurement (continued) ‐ Australis Asset Advisory Group performed an independent valuation of Operational Land assets for the period ending 30 June 2019. Valuations for Community and Council Controlled Land have been valued using Valuer General (VG) price per square metre for the period ending 30 June 2017. Land Under Roads (post 2008) was last valued using VG valuation as at 30 June 2015 following a boundary change with the former Canterbury City Council. ◾

Buildings

Specialised buildings are assets which, due to their particular design, application or use, are not normally traded within an established market and thus the basis for valuation of these buildings is the cost approach. Depreciated replacement cost is a method of valuation that is based on an estimate of the current cost of replacing the asset with a similar asset, less an allowance for the effect of depreciation (accrued physical wear and tear), and economic and functional obsolescence. Thus the following inputs and assumptions are used in determining fair value: • • •

Breakdown of building into relevant components comprising some or all of; External walls, windows and doors; Roof including framing and guttering; Electricals & lighting; Fire Equipment; Air Conditioning; Hot Water System; Lifts; Fitout, Fixtures & Fittings; Exterior Works & Landscaping; and Residual Structure. The straight line method of depreciation has been adopted which is based on the premise that the loss in value is in equal amounts over the full extent of the components/assets life. The effective lives of component/asset are the estimated life of that component/asset, assuming use in its present function, as part of a continuing business.

Specialised buildings are included in level 3 of the hierarchy with the key unobservable inputs being the effective lives and component condition / allowance for depreciation. Australis Asset Advisory Group performed an independent valuation of Specialised building assets as at 30 June 2019. Non-specialised buildings are those for which a market exists and as such the best estimate of fair value is the current price in an active market for similar assets; the following inputs are used where necessary: • •

Current prices in an active market for similar assets or similar properties in less active markets. Comprehensive reference on building costs and useful lives.

Non-specialised buildings are included in level 3 of the hierarchy with the key unobservable input to the valuation being the price per square metre. Australis Asset Advisory Group performed an independent valuation of Non-specialised building assets as at 30 June 2019. ◾

Other Structures, roads and bridges, footpaths, open space, and stormwater drainage

Council obtains independent valuations on a cyclic basis and utilises suitably qualified internal staff to undertake interim revaluations as appropriate to ensure that reported fair value does not differ materially from actual fair value. These classes of assets are specialised in nature and not readily bought or sold on the open market thus the valuation technique adopted is the cost approach utilising the depreciated replacement cost concept. The following inputs are used where necessary: • • • • • • •

Pattern of Consumption Components Useful life Asset Condition Dimensions and specifications Relationship between condition rating and value (determining remaining life, useful life, etc.) Unit Rates

The asset classes other structures, roads and bridges, footpaths, open space, and stormwater drainage are included in level 3 of the hierarchy with the key unobservable inputs being condition rating, useful life and remaining life. Other structures and open space assets were last independently valued by JLL Public Sector Valuations Pty Ltd as at 30 June 2020. Footpaths and Stormwater drainage were last independently valued by APV Valuers and Asset Management as at 30 June 2019. Roads and Bridges were last independently valued by APV Valuers and Asset Management as at 30 June 2020. continued on next page ...

Georges River Council // Annual Report 2019/20

Page 72 of 93

Financial Statements 2020

Georges River Council Notes to the Financial Statements for the year ended 30 June 2020

Note 23. Fair Value Measurement (continued) §Note/Subtotal§

(3) Fair value measurements using significant unobservable inputs (level 3) a. The following tables present the changes in level 3 fair value asset classes. §Total§

Financial assets

Investment property

IPP&E

Total

2019 Opening balance Purchases (GBV) Disposals (WDV) Depreciation and impairment FV gains – other comprehensive income FV gains – Income Statement 1 Closing balance

73,488 2,000 (18,400) – – 373 57,461

17,800 103 – – – (243) 17,660

1,234,259 72,026 (1,093) (19,100) 80,617 – 1,366,709

1,325,547 74,129 (19,493) (19,100) 80,617 130 1,441,830

2020 Opening balance Purchases (GBV) Disposals (WDV) Depreciation and impairment FV gains – other comprehensive income FV gains – Income Statement 1 Closing balance

57,461 9,500 (26,466) – – 79 40,574

17,660 10 – – – 1,640 19,310

1,366,709 54,564 (603) (22,390) 6,371 (212) 1,404,439

1,441,830 64,074 (27,069) (22,390) 6,371 1,507 1,464,323

$ '000

(1)

FV gains recognised in the Income Statement relating to assets still on hand at year end total

continued on next page ... A leading, people-focused organisation delivering outstanding results for our community and city

Page 73 of 93

Financial Statements 2020

Georges River Council Notes to the Financial Statements for the year ended 30 June 2020

Note 23. Fair Value Measurement (continued) c. Significant unobservable valuation inputs used (for level 3 asset classes) and their relationship to fair value. ยงNote/Subtotalยง ยงTotalยง

The following table summarises the quantitative information relating to the significant unobservable inputs used in deriving the various level 3 asset class fair values. Valuation technique/s

Unobservable inputs

Financial Assets Investment property

Market Approach Income or Market Approach

Plant and Equipment Office Equipment Furniture and Fittings Library Collection Land: Operational Land Community Land Council Controlled Land Land Under Roads Other Structures Land Improvements Other Recreational and Open Space Assets Buildings: Specialised Non-Specialised

Cost Approach

Unit Price Estimated rental value (per sq metre) Rental Yield Open Market Value Gross Replacement Cost Remaining Useful Life Residual Value

Infrastructure: Roads Footpaths Bulk Earthworks Stormwater drainage

Cost Approach

continued on next page ...

Market Approach VG value (price per square metre) for Community Land

Price per square metre Discount rate to account for zoning and other constraints on development and the potential for alternative use.

Cost Approach

Condition Useful and Remaining Life Unit Rates

Cost Approach

Condition Useful and Remaining Life Component replacement rates Allowance for economic and functional obsolescence Condition Useful and Remaining Life Residual Value Unit Rates Condition Useful and Remaining Life Unit Rates Residual Value

Cost Approach

Georges River Council // Annual Report 2019/20

Page 74 of 93

Financial Statements 2020

Georges River Council Notes to the Financial Statements for the year ended 30 June 2020

Note 23. Fair Value Measurement (continued) d. The valuation process for level 3 fair value measurements Asset Category/ Comprehensive Description of Class Valuation Frequency processes §Note/Subtotal§ §Total§

Valuer

Responsibility

Financial Assets

Monthly

Monthly Valuation using the current price External in an active market for simiilar assets

Investment Properties

Annually

Full external valuation External every year

Strategic Property / Finance

Infrastructure

3 years per asset class

3 year valuation cycle 1 Comprehensive and Internal/External 2 Desktop

Assets & Infrastructure Directorate/Finance

Plant and equipment, office equipment and Annually furniture and fittings

Assessment of remaining useful life undertaken annually which impacts on the fair value

Assets & Infrastructure Directorate/Finance

Operational land

3 years

3 year valuation cycle 1 Comprehensive and External 2 Desktop

Assets & Infrastructure Directorate/Finance

Community land

3 years

Valuer-General land values or average unit Valuer General rate for similar / Internal properties if not available

Finance

Buildings – non specialised and specialised

3 years

3 year valuation cycle 1 comprehensive and 2 External desktop

Assets & Infrastructure Directorate/Finance

Land improvement non-depreciable

3 years

Full valuation every 5 Internal years or index applied

Assets & Infrastructure Directorate/Finance

Other structures

3 years

3 year valuation cycle 1 Comprehensive and External 2 Desktop

Assets & Infrastructure Directorate/Finance

N/A

Assessment of remaining useful life undertaken annually which impacts on the fair value

Library/Finance

Library books

Internal

Finance Department

(4) Highest and best use §Subnote§

All of Council’s non-financial assets are considered as being utilised for their highest and best use.

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Page 75 of 93

Georges River Council // Annual Report 2019/20

Financial Statements 2020

2,667

2,523 144 –

2020

2,711

2,345 146 220

2019

Council has determined that there are no other transactions with KMP and their related parties that need to be be disclosed.

Page 76 of 93

Council has determined that transactions at arm’s length between KMP and Council as part of Council delivering a public service objective (e.g. access to library or Council swimming pool by KMP) will not be disclosed.

§Subnote§

(b) Other transactions with KMP and their related parties

Total

Short-term benefits Post-employment benefits Termination benefits

Compensation:

$ '000

The aggregate amount of KMP compensation included in the Income Statement is:

Key management personnel (KMP) of the council are those persons having the authority and responsibility for planning, directing and controlling the activities of the council, directly or indirectly comprising the Mayor, Councillors, General Manager and Directors.

(a) Key management personnel

§Note/Subtotal§ §Subnote§

Note 24. Related party disclosures

for the year ended 30 June 2020

Notes to the Financial Statements

Georges River Council

A leading, people-focused organisation delivering outstanding results for our community and city

Council is unaware of any material or significant ‘non-adjusting events’ that should be disclosed.

§Note/Subtotal§ §Subnote§

Note 25. Events occurring after the reporting date

for the year ended 30 June 2020

Notes to the Financial Statements

Georges River Council

Page 77 of 93

Financial Statements 2020

Georges River Council // Annual Report 2019/20

Financial Statements 2020

continued on next page ...

75,661

13,036

11,689 –

S7.4 planning agreements S7.13 Court Ordered Development Consen

Total contributions

12,800

63,972 143 93

1,451

1,991 239 122 11,349

13,883 436 2,431 60,671 3,301

– 204 229 – 7,936 628 – – –

Cash

Contributions received during the year

305 269 2,244 710 25,807 10,861 3,592 3 130

Opening Balance

as at 30/06/19

S7.12 levies – under a plan Total S7.11 and S7.12 revenue under plans

Drainage Roads Traffic facilities Parking Open space Community facilities Library Urban space Management Open space, recreation and public domain facilities Deficient car parking Non residential development in CBD S7.11 contributions – under a plan

$ '000

§Subnote§

Summary of contributions and levies

–

– –

–

– – – –

– – – – – – – – –

Non-cash

1,104

166 1

937

179 6 34 883

3 6 35 10 422 138 49 – 1

Interest earned in year

(14,747)

(1,579) –

(13,168)

(450)

(5,863) (149) (22) (12,718)

(146) – – – (1,937) (4,470) – – (131)

Expenditure during year

–

– –

–

– – – –

– – – – – – – – –

Internal borrowing (to)/from

It is possible that the funds contributed may be less than the cost of this infrastructure, requiring Council to borrow or use general revenue to fund the difference.

75,054

10,419 94

64,541

4,356

10,190 532 2,565 60,185

162 479 2,508 720 32,228 7,157 3,641 3 –

Held as restricted asset

–

– –

–

– – – –

– – – – – – – – –

Cumulative internal borrowings due/(payable)

Page 78 of 93

as at 30/06/20

Under the Environmental Planning and Assessment Act 1979, Council has significant obligations to provide Section 7.11 (contributions towards provision or improvement of amenities or services) infrastructure in new release areas.

§Note/Subtotal§ §Subnote§

Note 26. Statement of developer contributions

for the year ended 30 June 2020

Notes to the Financial Statements

Georges River Council

A leading, people-focused organisation delivering outstanding results for our community and city

11,520

Opening Balance

20,754

269

307

–

continued on next page ...

Total 587

–

CONTRIBUTION PLAN NUMBER 4 – Streetscape Improvement – Hurstville Town Centre Open space 587 –

Total

204

–

– – –

1,991 – 122

2,401

–

– – – – – – – –

Non-cash

288

–

– – – – – – – –

Cash

Contributions received during the year

CONTRIBUTION PLAN NUMBER 3 – Car Parking – Hurstville Town Centre Parking 307

Total

CONTRIBUTION PLAN – NUMBER 1 – Roads & Traffic Management Roads 269

Total

CONTRIBUTION PLAN – commenced 14 March 2013 Community facilities 4,004 Open space, recreation and public domain facilities 13,883 Deficient car parking 436 Non residential development in CBD 2,431

Total

CONTRIBUTION PLAN – repealed from 14 March 2013 Drainage 288 Traffic facilities 309 Parking 403 Open space 2,034 Community facilities 4,761 Library 3,592 Urban space 3 Management 130

§Subnote§

S7.11 Contributions – under a plan

$ '000

as at 30/06/19

Note 26. Statement of developer contributions (continued)

for the year ended 30 June 2020

Notes to the Financial Statements

Georges River Council

276

179 6 34

135

3 4 5 26 47 49 – 1

Interest earned in year

–

(6,393)

(5,863) – (22)

(508)

(4,597)

(146) – – (657) (3,663) – – (131)

Expenditure during year

–

– – –

–

– – – – – – – –

Internal borrowing (to)/from

601

312

479

17,038

10,190 442 2,565

3,841

7,058

145 313 408 1,403 1,145 3,641 3 –

Held as restricted asset

–

– – –

–

– – – – – – – –

Cumulative internal borrowings due/(payable)

Page 79 of 93

as at 30/06/20

Financial Statements 2020

Georges River Council // Annual Report 2019/20 –

– – – – –

– 229 4,991 239 84

CONTRIBUTION PLAN NUMBER 8 – Kogarah Town Centre Drainage 17 Traffic facilities 1,935 Open space 10,122 Deficient car parking – Community facilities 232

–

S7.12 Levies – under a plan

Total

CONTRIBUTION PLANS Georges River Council Section 94A

§Subnote§

3,301

1,451

–

Total –

CONTRIBUTION PLAN – Ramsgate commercial centre Community facilities 1,467

1,467

–

Total –

–

256

5,543

397

12,306

CONTRIBUTION PLAN NUMBER 9 – Kogarah Libraries – Buildings & Books Community facilities 397 256

Total

–

Total –

CONTRIBUTION PLAN NUMBER 6 – Hurstville south areas Open space 732

732

–

Total –

Non-cash

2,945

Cash

12,332

Opening Balance

Contributions received during the year

CONTRIBUTION PLAN NUMBER 5 – Open Space (2006) – Embellishment & Acquisition Open space 12,332 2,945

$ '000

as at 30/06/19

Note 26. Statement of developer contributions (continued)

for the year ended 30 June 2020

Notes to the Financial Statements

Georges River Council

211

– 31 176 – 4

195

Interest earned in year

(450)

–

(299)

(279)

– – (130) (149) –

–

(1,150)

Expenditure during year

–

– – – – –

–

Internal borrowing (to)/from

4,356

1,489

362

17,781

17 2,195 15,159 90 320

743

14,322

Held as restricted asset

–

– – – – –

–

Cumulative internal borrowings due/(payable)

Page 80 of 93

as at 30/06/20

Financial Statements 2020

Georges River Council Notes to the Financial Statements for the year ended 30 June 2020

Note 27(a). Statement of performance measures – consolidated results §Note/Subtotal§ §Subnote§

$ '000

Amounts

Indicator

2020

Prior period 2019

(11,186) 136,570

(8.19)%

(2.90)%

>0.00%

124,062 160,772

77.17%

73.05%

>60.00%

53,636 22,027

2.44x

3.65x

>1.50x

11,689 574

20.36x

27.32x

>2.00x

4,260 100,113

4.26%

3.07%

<5.00%

104,583 10,227

10.23 mths

10.66 mths

>3.00 mths

Benchmark

1. Operating performance ratio

Total continuing operating revenue excluding capital grants and contributions less operating expenses 1, 2 Total continuing operating revenue excluding capital grants and contributions 1

2. Own source operating revenue ratio

Total continuing operating revenue excluding all grants and contributions 1 Total continuing operating revenue 1

3. Unrestricted current ratio Current assets less all external restrictions Current liabilities less specific purpose liabilities

4. Debt service cover ratio

Operating result before capital excluding interest and depreciation/impairment/amortisation 1 Principal repayments (Statement of Cash Flows) plus borrowing costs (Income Statement)

5. Rates, annual charges, interest and extra charges outstanding percentage Rates, annual and extra charges outstanding Rates, annual and extra charges collectible

6. Cash expense cover ratio

Current year’s cash and cash equivalents plus all term deposits Monthly payments from cash flow of operating and financing activities (1)

Excludes fair value increments on investment properties, reversal of revaluation decrements, reversal of impairment losses on receivables, net gain on sale of assets and net share of interests in joint ventures and associates using the equity method and includes pensioner rate subsidies

(2)

Excludes impairment/revaluation decrements of IPPE, fair value decrements on investment properties, net loss on disposal of assets and net loss on share of interests in joint ventures and associates using the equity method

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Page 81 of 93

Financial Statements 2020

Georges River Council Notes to the Financial Statements for the year ended 30 June 2020

Note 27(b). Statement of performance measures – consolidated results (graphs) §Note/Subtotal§ §Subnote§

1. Operating performance ratio Commentary on 2019/20 result

Purpose of operating performance ratio

This ratio measures Council’s achievement of containing operating expenditure within operating revenue.

Benchmark: ―

2019/20 ratio

(8.19)%

Council does not generate sufficient Operating Income (without Capital Grants) to cover Operating Expenditure. This is an on-going issue that was highlighted in the Long Term Financial Plan when the financial outlook for Council was considered. The ratio in 2019/20 has deteriorated due to the impact that COVID-19 has had on income from events, rent and the leisure centre. There was also a material drop in investment income as interest rates continued to drop throughout the year.

Ratio achieves benchmark

> 0.00%

Source of benchmark: Code of Accounting Practice and Financial Reporting #28

Ratio is outside benchmark

2. Own source operating revenue ratio Commentary on 2019/20 result

Purpose of own source operating revenue ratio

This ratio measures fiscal flexibility. It is the degree of reliance on external funding sources such as operating grants and contributions.

Benchmark: ―

2019/20 ratio

77.17%

Council continues to stay above the benchmark of 60% which shows that Council is not heavily reliant on income from grants and contributions to fund its ongoing operations.

Ratio achieves benchmark

> 60.00%

Source of benchmark: Code of Accounting Practice and Financial Reporting #28

Ratio is outside benchmark

3. Unrestricted current ratio Commentary on 2019/20 result

Purpose of unrestricted current ratio

To assess the adequacy of working capital and its ability to satisfy obligations in the short term for the unrestricted activities of Council.

Benchmark: ―

2019/20 ratio

The current ratio of 2.42, which is still well above the benchmark, has dropped in 2019/20 as Council's cash and cash equivalents have reduced in order to fund the operations and capital works program.

Ratio achieves benchmark

> 1.50x

Source of benchmark: Code of Accounting Practice and Financial Reporting #28

continued on next page ...

2.44x

Georges River Council // Annual Report 2019/20

Ratio is outside benchmark

Page 82 of 93

Financial Statements 2020

Georges River Council Notes to the Financial Statements for the year ended 30 June 2020

Note 27(b). Statement of performance measures – consolidated results (graphs) 4. Debt service cover ratio Purpose of debt service cover ratio

This ratio measures the availability of operating cash to service debt including interest, principal and lease payments

Benchmark: ―

Commentary on 2019/20 result 2019/20 ratio

20.36x

Council continues to be in a healthy position with minimal debt to service which decreases the pressure on operating cash.

Ratio achieves benchmark

> 2.00x

Source of benchmark: Code of Accounting Practice and Financial Reporting #28

Ratio is outside benchmark

5. Rates, annual charges, interest and extra charges outstanding percentage Purpose of rates, annual charges, interest and extra charges outstanding

To assess the impact of uncollected rates and annual charges on Council’s liquidity and the adequacy of recovery efforts.

Benchmark: ―

Commentary on 2019/20 result 2019/20 ratio

4.26%

The percentage of rates debtors continues to be low and reflects Council's ongoing efforts at collecting rates and charges due. However, in 2019/20 there has been an increase which is likely due to the uncertainty around the COVID-19 pandemic.

Ratio achieves benchmark

< 5.00%

Source of benchmark: Code of Accounting Practice and Financial Reporting #28

Ratio is outside benchmark

6. Cash expense cover ratio Purpose of cash expense cover ratio

This liquidity ratio indicates the number of months a Council can continue paying for its immediate expenses without additional cash inflow.

Benchmark: ―

> 3.00mths

Source of benchmark: Code of Accounting Practice and Financial Reporting #28

Commentary on 2019/20 result 2019/20 ratio

10.23 mths

Council is very liquid. The cash coverage ratio continues to sit at a healthy 10+ months which is a strong position to be in to fund Councils operations.

Ratio achieves benchmark Ratio is outside benchmark

A leading, people-focused organisation delivering outstanding results for our community and city

Page 83 of 93

Financial Statements 2020

Georges River Council Notes to the Financial Statements for the year ended 30 June 2020

Note 28. Council information and contact details ยงNote/Subtotalยง ยงSubnoteยง

Principal place of business: Corner MacMahon and Dora Streets HURSTVILLE NSW 2220

Contact details Mailing Address: PO Box 205 HURSTVILLE BC NSW 1481

Opening hours: 8:30am - 5:00pm Monday to Friday

Telephone: 02 9330 6400 Facsimile: 02 9330 6223

Internet: www.georgesriver.nsw.gov.au Email: mail@georgesriver.nsw.gov.au

Officers

Elected members

Responsible Accounting Officer David Tuxford

Councillors Christina Wu Colleen Symington Con Hindi Kathryn Landsberry Leesha Payor Lou Konjarski Nancy Liu Nick Katris Rita Kastanias Sam Elmir (Deputy Mayor) Sandy Grekas Stephen Agius Vince Badalati Warren Tegg

General Manager Gail Connolly

Public Officer David Tuxford Auditors Audit Office of New South Wales Level 19 201 Sussex St SYDNEY NSW 2000

Mayor Kevin Greene

Other information

ABN: 57 789 014 855

Georges River Council // Annual Report 2019/20

Page 84 of 93

INDEPENDENT AUDITOR’S REPORT Report on the General Purpose Financial Statements Georges River Council

To the Councillors of Georges River Council

Opinion I have audited the accompanying financial statements of Georges River Council (the Council), which comprise the Statement by Councillors and Management, the Income Statement and Statement of Comprehensive Income for the year ended 30 June 2020, the Statement of Financial Position as at 30 June 2020, the Statement of Changes in Equity and Statement of Cash Flows for the year then ended and notes comprising a Basis of preparation and other explanatory notes. In my opinion: •

the Council’s accounting records have been kept in accordance with the requirements of the Local Government Act 1993, Chapter 13, Part 3, Division 2 (the Division)

•

the financial statements: -

have been prepared, in all material respects, in accordance with the requirements of this Division

are consistent with the Council’s accounting records

present fairly, in all material respects, the financial position of the Council as at 30 June 2020, and of its financial performance and its cash flows for the year then ended in accordance with Australian Accounting Standards

•

all information relevant to the conduct of the audit has been obtained

•

no material deficiencies in the accounting records or financial statements have come to light during the audit.

My opinion should be read in conjunction with the rest of this report.

Basis for Opinion I conducted my audit in accordance with Australian Auditing Standards. My responsibilities under the standards are described in the ‘Auditor’s Responsibilities for the Audit of the Financial Statements’ section of my report. I am independent of the Council in accordance with the requirements of the: •

Australian Auditing Standards

•

Accounting Professional and Ethical Standards Board’s APES 110 ‘Code of Ethics for Professional Accountants (including Independence Standards)’ (APES 110).

I have fulfilled my other ethical responsibilities in accordance with APES 110.

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Page 85 of 93

Parliament promotes independence by ensuring the Auditor-General and the Audit Office of New South Wales are not compromised in their roles by: •

providing that only Parliament, and not the executive government, can remove an Auditor-General

•

mandating the Auditor-General as auditor of councils

•

precluding the Auditor-General from providing non-audit services.

I believe the audit evidence I have obtained is sufficient and appropriate to provide a basis for my audit opinion.

Other Information The Council’s annual report for the year ended 30 June 2020 includes other information in addition to the financial statements and my Independent Auditor’s Report thereon. The Councillors are responsible for the other information. At the date of this Independent Auditor’s Report, the other information I have received comprises the Special Schedules (the Schedules). My opinion on the financial statements does not cover the other information. Accordingly, I do not express any form of assurance conclusion on the other information. However, as required by the Local Government Act 1993, I have separately expressed an opinion on the Special Schedule - Permissible income for general rates. In connection with my audit of the financial statements, my responsibility is to read the other information and, in doing so, consider whether the other information is materially inconsistent with the financial statements or my knowledge obtained in the audit, or otherwise appears to be materially misstated. If, based on the work I have performed, I conclude there is a material misstatement of the other information, I must report that fact. I have nothing to report in this regard.

The Councillors’ Responsibilities for the Financial Statements The Councillors are responsible for the preparation and fair presentation of the financial statements in accordance with Australian Accounting Standards and the Local Government Act 1993, and for such internal control as the Councillors determine is necessary to enable the preparation and fair presentation of the financial statements that are free from material misstatement, whether due to fraud or error. In preparing the financial statements, the Councillors are responsible for assessing the Council’s ability to continue as a going concern, disclosing, as applicable, matters related to going concern and using the going concern basis of accounting.

Georges River Council // Annual Report 2019/20

Page 86 of 93

Auditor’s Responsibilities for the Audit of the Financial Statements My objectives are to: •

obtain reasonable assurance about whether the financial statements as a whole are free from material misstatement, whether due to fraud or error

•

issue an Independent Auditor’s Report including my opinion.

Reasonable assurance is a high level of assurance, but does not guarantee an audit conducted in accordance with Australian Auditing Standards will always detect material misstatements. Misstatements can arise from fraud or error. Misstatements are considered material if, individually or in aggregate, they could reasonably be expected to influence the economic decisions users take based on the financial statements. A description of my responsibilities for the audit of the financial statements is located at the Auditing and Assurance Standards Board website at www.auasb.gov.au/auditors_responsibilities/ar4.pdf. The description forms part of my auditor’s report. The scope of my audit does not include, nor provide assurance: •

that the Council carried out its activities effectively, efficiently and economically

•

on the Original Budget information included in the Income Statement, Statement of Cash Flows, and Note 22 Material budget variations

•

on the Special Schedules. A separate opinion has been provided on Special Schedule Permissible income for general rates

•

about the security and controls over the electronic publication of the audited financial statements on any website where they may be presented

•

about any other information which may have been hyperlinked to/from the financial statements.

Dominika Ryan Director, Financial Audit Delegate of the Auditor-General for New South Wales 6 November 2020 SYDNEY

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Cr Kevin Greene Mayor Georges River Council Cnr MacMahon and Dora Streets HURTSVILLE NSW 2020

Contact:

Dominika Ryan

Phone no:

02 9275 7336

Our ref:

D1922075/1728

6 November 2020

Dear Mayor

Report on the Conduct of the Audit for the year ended 30 June 2020 Georges River Council I have audited the general purpose financial statements (GPFS) of the Georges River Council (the Council) for the year ended 30 June 2020 as required by section 415 of the Local Government Act 1993 (the Act). I expressed an unmodified opinion on the Councilâ&#x20AC;&#x2122;s GPFS. This Report on the Conduct of the Audit (the Report) for the Council for the year ended 30 June 2020 is issued in accordance with section 417 of the Act. This Report should be read in conjunction with my audit opinion on the GPFS issued under section 417(2) of the Act.

INCOME STATEMENT Operating result

2020

2019

Variance

Rates and annual charges revenue

96.8

93.8

3.2

Grants and contributions revenue

36.7

46.4

20.9

Operating result from continuing operations

14.7

33.0

55.5

Net operating result before capital grants and contributions

(9.5)

(3.3)

187.9

2 Georges River Council // Annual Report 2019/20

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The Council’s operating result from continuing operations of $14.7 million (including depreciation and amortisation expense of $22.8 million) was $18.3 million lower than the 2018–19 result. This was as a result of significant decrease in total revenue of $10.5 million (6.1 per cent), while total expenses increased by $7.8 million (5.5 per cent). The net operating result before capital grants and contributions ($9.5 million) was $6.2 million lower than the 2018–19 result. Rates and annual charges revenue ($96.8 million) increased by $3 million (3.2 per cent) in 2019–20. This was due to the IPART annual rate increase of 2.7 per cent and an increase in rateable properties. Grants and contributions revenue ($36.7 million) decreased by $9.7 million (20.9 per cent) in 2019–20, largely due to: •

receipt of significant developer constructed assets in 2018-19 ($8 million related to a car park)

•

section 7.4 income decreasing by $6.7 million largely due to the Council receiving fewer developer contributions in 2019-20.

This was offset by an increase in section 7.11 income of $4.1 million, largely due to an increase in the number of larger developments being approved and construction commencing in the Hurstville City Centre area and Kogarah North precincts. The Council also received an additional funding of $2 million from the NSW Government to undertake the Gannons Park Water Quality Improvement and Stormwater Harvesting project in 2019-20.

STATEMENT OF CASH FLOWS The Statement of Cash Flows Illustrates the flow of cash and cash equivalents moving in and out of Council during the year.

The Council’s cash increased by $6.4 million, from $18.2 million to $24.6 million in 2018-2019 and 2019-2020 respectively. Cash inflows from operating activities decreased from $51.7 million in 201819 to $34.6 million in 2019-20 primarily due to the lower receipts from grants and contributions in 2019-2020, which decreased by approximately $16 million.

Net cash flows for the year

40 20 $ million

Net cash flows from financing activities are below $1m for all three years presented and as such do not appear on the graph.

(20) (40) (60) (80)

(100)

2018

Operating activities

2019 Year ended 30 June Investing activities

2020

Financing activities

The decrease in cash outflows from investing activities is $21.7 million, from $49.5 million in 2018-19 to $27.8 million in 2019-20. This is primarily due to the lower spending on the infrastructure, property, plant and equipment, as well as the purchase and sale of investment securities during the year.

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FINANCIAL POSITION Cash and investments Cash and investments

2020

2019

External restrictions

102.0

104.1

Internal restrictions

43.1

60.9

Unrestricted

0.03

1.8

145.2

166.7

Cash and investments

Commentary

External restrictions include unspent specific purpose grants, developer contributions, domestic waste management charges, levies and planning agreements. Balances are internally restricted due to Council policy or decisions for forward plans including works programs. Unrestricted balances provide liquidity for day-to-day operations. External restrictions have decreased mainly due to Voluntary Planning Agreements decreasing by $1.2 million.

PERFORMANCE Performance measures The following section provides an overview of the Council’s performance against the performance measures and performance benchmarks set by the Office of Local Government (OLG) within the Department of Planning, Industry and Environment.

The ‘operating performance ratio’ measures how well council contained operating expenditure within operating revenue (excluding capital grants and contributions, fair value adjustments, and reversal of revaluation decrements). The benchmark set by OLG is greater than zero per cent. The Council did not meet the OLG benchmark for the current reporting period. The Council did not generate sufficient Operating Income (excluding capital grants) to cover its operating expenditure. The ratio in 2019-20 has deteriorated due to the impact that COVID-19 resulting in loss of income from events, rent and the leisure centre. There was also a decrease in investment income as interest rates continued to decrease during the year.

Ratio (%)

Operating performance ratio 0 (1) (2) (3) (4) (5) (6) (7) (8) (9)

Operating performance ratio

2018

2019

2020

Year ended 30 June Operating performance ratio OLG benchmark > 0%

4 Georges River Council // Annual Report 2019/20 Cash flow statement

Page 90 of 93

The ‘own source operating revenue ratio’ measures council’s fiscal flexibility and the degree to which it relies on external funding sources such as operating grants and contributions. The benchmark set by OLG is greater than 60 per cent. The Council`s own source operating ratio of 77 per cent for the current reporting period exceeded the OLG benchmark and has improved from last year.

Ratio (%)

Own source operating revenue ratio 90 80 70 60 50 40 30 20 10 0

Own source operating revenue ratio

2018

2019

2020

Year ended 30 June Own source operating revenue ratio OLG benchmark > 60%

Unrestricted current ratio

Despite the decline in the ratio due to increased funding required in the current year to meet capital works program and operations, the Council exceeded the OLG benchmark for the current reporting period.

4.5 4 3.5 3 2.5 2 1.5 1 0.5 0

Unrestricted current ratio

Ratio (x)

The ‘unrestricted current ratio’ is specific to local government and represents council’s ability to meet its short-term obligations as they fall due. The benchmark set by OLG is greater than 1.5 times.

2018

2019

2020

Year ended 30 June Unrestricted current ratio OLG benchmark > 1.5x

Debt service cover ratio

The Council exceeded the OLG benchmark for the current reporting period.

Debt service cover ratio

30 25 20

Ratio (x)

The ‘debt service cover ratio’ measures the operating cash to service debt including interest, principal and lease payments. The benchmark set by OLG is greater than two times.

15 10 5 0

2018

2019 Year ended 30 June

2020

Debt service cover ratio OLG benchmark > 2x

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Page 91 of 93

Rates and annual charges outstanding percentage

The Council met the OLG benchmark for the current reporting period. Council’s performance is within industry benchmark of less than 5 percent.

Rates and annual charges outstanding percentage

6 5 Ratio (%)

The ‘rates and annual charges outstanding percentage’ assesses the impact of uncollected rates and annual charges on council’s liquidity and the adequacy of debt recovery efforts. The benchmark set by OLG is less than 5 per cent for metro councils.

4 3 2 1 0

2018

2019 Year ended 30 June

2020

Rates and annual charges outstanding percentage OLG benchmark < 5%

Cash expense cover ratio

The Council exceeded the OLG benchmark for the current reporting period.

Cash expense cover ratio

10 Ratio (months)

This liquidity ratio indicates the number of months the council can continue paying for its immediate expenses without additional cash inflow. The benchmark set by OLG is greater than three months.

8 6 4

2 0

2018

2019

2020

Year ended 30 June Cash expense cover ratio OLG benchmark > 3 months

OTHER MATTERS Impact of new accounting standards AASB 15 ‘Revenue from Contracts with Customers’ and AASB 1058 ‘Income for Not-for-Profit Entities’ The Council adopted the new accounting standards AASB 15 ‘Contracts with Customers’ and AASB 1058 ‘Income of Not-for-Profit Entities’ (collectively referred to as the Revenue Standards) for the first time in their 2019–20 financial statements. AASB 15 introduces a new approach to recognising revenue based on the principle that revenue is recognised when control of a good or service transfers to a customer. AASB 15 impacts the timing and amount of revenue recorded in a councils’ financial statements, particularly for grant revenue. AASB 15 also increases the amount of disclosures required.

6 Georges River Council // Annual Report 2019/20

Page 92 of 93

AASB 1058 prescribes how not-for-profit entities account for transactions conducted on non-commercial terms and the receipt of volunteer services. AASB 1058 significantly impacts the timing and amount of income recorded in a councils’ financial statements, particularly for grant income and rates which are paid before the commencement of the rating period. The Council recognised a $9.7 million adjustment to opening accumulated surplus at 1 July 2019 on adoption of the new Revenue Standards. The Council disclosed the impact of adopting the new Revenue Standards in Note 17. AASB 16 ‘Leases’ The Council adopted the new accounting standard AASB 16 ‘Leases’ for the first time in their 2019–20 financial statements. AASB 16 changes the way lessees treat operating leases for financial reporting. With a few exceptions, operating leases will now be recorded in the Statement of Financial Position as a right-of-use asset, with a corresponding lease liability. AASB 16 results in lessees recording more assets and liabilities in the Statement of Financial Position and changes the timing and pattern of expenses recorded in the Income Statement. The Council recognised right-of-use assets of $62,000 and lease liabilities of $62,000 at 1 July 2019 on adoption of AASB 16. The Council disclosed the impact of adopting AASB 16 in Note 17

Legislative compliance My audit procedures did not identify any instances of non-compliance with legislative requirements or a material deficiency in the Council’s accounting records or financial statements. The Council’s: •

accounting records were maintained in a manner and form to allow the GPFS to be prepared and effectively audited

•

staff provided all accounting records and information relevant to the audit.

Dominika Ryan Director, Financial Audit Delegate of the Auditor-General for New South Wales cc:

Ms Gail Connolly, General Manager Mr John Gordon, Chair of Audit, Risk and Improvement Committee Jim Betts, Secretary of the Department of Planning, Industry and Environment

7 A leading, people-focused organisation delivering outstanding results for our community and city

Page 93 of 93

ยงCoverยง

Georges River Council SPECIAL SCHEDULES

for the year ended 30 June 2020

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Georges River Council // Annual Report 2019/20

Georges River Council

Special Schedules 2020

Special Schedules

for the year ended 30 June 2020 ยงMainTOCยง

Contents

Page

Special Schedules Permissible income for general rates

Report on Infrastructure Assets - Values

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Page 2 of 9

Georges River Council // Annual Report 2019/20 i = e x (c + g)

o=k+n

Total permissible income p

1 –

29,893 (1)

4 (70)

70,235 (74)

70,161

202 – 202

1,839 69,959

67,500 620 68,120

Page 3 of 9

Carry forward amounts which are in excess (an amount that exceeds the permissible income) require ministerial approval by order published in the NSW Government Gazette in accordance with section 512 of the Local Government Act 1993. The OLG will extract these amounts from Council’s Permissible income for general rates Statement in the financial data return (FDR) to administer this process.

3 (70)

40,342 (73)

29,892

(1) – (1)

786 29,893

2.70%

28,639 468 29,107

(6)

1 (310)

72,750 (311)

40,269

203 – 203

1,053 40,066

2.70%

38,861 152 39,013

Georges River Council

2019/20

Adjustments account for changes in the number of assessments and any increase or decrease in land value occurring during the year. The adjustments are called ‘supplementary valuations’ as defined in the Valuation of Land Act 1916.

– (307)

31,229 (307)

72,439

(70) (4) (74)

1,838 72,513

70,235 440 70,675

2019/20 2019/20 Former Hurstville City Former Kogarah Council City Council

(2)

1 (3)

41,521 (4)

30,922

– (1) (1)

784 30,923

2.60%

29,893 246 30,139

Georges River Council

2020/21

The notional general income will not reconcile with rate income in the financial statements in the corresponding year. The statements are reported on an accrual accounting basis which include amounts that relate to prior years’ rates income.

t=q+r+s

q=o–p

41,517

(70) (3) (73)

1,054 41,590

2.60%

40,342 194 40,536

2020/21 2020/21 Former Hurstville City Former Kogarah Council City Council

Special Schedules 2020

(1)

Notes

Plus income lost due to valuation objections claimed Carry forward to next year 6

Less notional general income yield Catch-up or (excess) result

n = (l + m)

l m

Plus (or minus) last year's carry forward total Less valuation objections claimed in the previous year Sub-total

k = (c + g + h + i + j)

Or plus rate peg amount Sub-total

c=a+b

Notes

Or rate peg percentage

Permissible income calculation

Last year notional general income yield Plus or minus adjustments 2 Notional general income

Notional general income calculation

$ '000

§Note/Subtotal§ §Subnote§

Permissible income for general rates

Georges River Council

Special Schedules 2020

INDEPENDENT AUDITOR’S REPORT Special Schedule - Permissible income for general rates Georges River Council

To the Councillors of Georges River Council

Opinion I have audited the accompanying Special Schedule – Permissible income for general rates (the Schedule) of Georges River Council (the Council) for the year ending 30 June 2021. In my opinion, the Schedule is prepared, in all material respects in accordance with the requirements of the Local Government Code of Accounting Practice and Financial Reporting – update number 28 (LG Code), and is in accordance with the books and records of the Council. My opinion should be read in conjunction with the rest of this report.

Basis for Opinion I conducted my audit in accordance with Australian Auditing Standards. My responsibilities under the standards are described in the ‘Auditor’s Responsibilities for the Audit of the Schedule’ section of my report. I am independent of the Council in accordance with the requirements of the: •

Australian Auditing Standards

•

Accounting Professional and Ethical Standards Board’s APES 110 ‘Code of Ethics for Professional Accountants (including Independence Standards)’ (APES 110).

I have fulfilled my other ethical responsibilities in accordance with APES 110. Parliament promotes independence by ensuring the Auditor-General and the Audit Office of New South Wales are not compromised in their roles by: •

providing that only Parliament, and not the executive government, can remove an Auditor-General

•

mandating the Auditor-General as auditor of councils

•

precluding the Auditor-General from providing non-audit services.

I believe that the audit evidence I have obtained is sufficient and appropriate to provide a basis for my audit opinion.

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Page 4 of 9

Special Schedules 2020

Emphasis of Matter - Basis of Accounting Without modifying my opinion, I draw attention to the special purpose framework used to prepare the Schedule. The Schedule has been prepared for the purpose of fulfilling the Council’s reporting obligations under the LG Code. As a result, the Schedule may not be suitable for another purpose.

Other Information The Council’s annual report for the year ended 30 June 2020 includes other information in addition to the Schedule and my Independent Auditor’s Report thereon. The Councillors are responsible for the other information. At the date of this Independent Auditor’s Report, the other information I have received comprise the General Purpose Financial Statements and Special Schedule ‘Report on infrastructure assets as at 30 June 2020. My opinion on the Schedule does not cover the other information. Accordingly, I do not express any form of assurance conclusion on the other information. However, as required by the Local Government Act 1993, I have separately expressed an opinion on the General Purpose Financial Statements. In connection with my audit of the Schedule, my responsibility is to read the other information and, in doing so, consider whether the other information is materially inconsistent with the Schedule or my knowledge obtained in the audit, or otherwise appears to be materially misstated. If, based on the work I have performed, I conclude there is a material misstatement of the other information, I must report that fact. I have nothing to report in this regard.

The Councillors’ Responsibilities for the Schedule The Councillors are responsible for the preparation of the Schedule in accordance with the LG Code. The Councillors’ responsibility also includes such internal control as the Councillors determine is necessary to enable the preparation of the Schedule that is free from material misstatement, whether due to fraud or error. In preparing the Schedule, the Councillors are responsible for assessing the Council’s ability to continue as a going concern, disclosing, as applicable, matters related to going concern and using the going concern basis of accounting.

Auditor’s Responsibilities for the Audit of the Schedule My objectives are to: •

obtain reasonable assurance whether the Schedule as a whole is free from material misstatement, whether due to fraud or error

•

issue an Independent Auditor’s Report including my opinion.

Reasonable assurance is a high level of assurance, but does not guarantee an audit conducted in accordance with Australian Auditing Standards will always detect material misstatements. Misstatements can arise from fraud or error. Misstatements are considered material if, individually or in aggregate, they could reasonably be expected to influence the economic decisions users take based on the Schedule. A description of my responsibilities for the audit of the Schedule is located at the Auditing and Assurance Standards Board website at: www.auasb.gov.au/auditors_responsibilities/ar8.pdf. The description forms part of my auditor’s report.

Georges River Council // Annual Report 2019/20

Page 5 of 9

Special Schedules 2020

The scope of my audit does not include, nor provide assurance: •

that the Council carried out its activities effectively, efficiently and economically

•

about the security and controls over the electronic publication of the audited Schedule on any website where it may be presented

•

about any other information which may have been hyperlinked to/from the Schedule.

Dominika Ryan Director, Financial Audit Delegate of the Auditor-General for New South Wales 6 November 2020 SYDNEY

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Page 6 of 9

Georges River Council // Annual Report 2019/20

Asset Category

Excellent/very good Good Satisfactory Poor Very poor

continued on next page ...

1 2 3 4 5

14,377

60,683

Required maintenance is the amount identified in Council’s asset management plans.

No work required (normal maintenance) Only minor maintenance work required Maintenance work required Renewal required Urgent renewal/upgrading required

Infrastructure asset condition assessment ‘key’

(a)

TOTAL - ALL ASSETS

10,136

3,487

23,348 23,348 10,136

353 353

Stormwater drainage Sub-total

Stormwater drainage

17,739 3,064 20,803

3,487

8,584 267 8,851

Sealed roads incl K&G Footpaths Sub-total

Roads

Open space / Other recreational assets / other Sub-total structures

1,686 1,686

Buildings Sub-total

Buildings

6,396 6,396

27,974

12,344

1,516 1,516

7,261 1,685 8,946

5,168 5,168

Estimated cost Estimated cost to bring to the to bring assets agreed level of 2019/20 to satisfactory service set by Required Council maintenance a standard $ '000 $ '000 $ '000

(a) Report on Infrastructure Assets - Values

Asset Class

§Note/Subtotal§ §Subnote§

as at 30 June 2020

Report on Infrastructure Assets

Georges River Council

28,346

10,660

1,988 1,988

3,144 5,228 8,372

7,326 7,326

2019/20 Actual maintenance $ '000

931,165

69,490

78,265 78,265

526,069 65,931 592,000

191,410 191,410

Net carrying amount $ '000

1,352,000

115,376

156,586 156,586

702,604 105,486 808,090

271,948 271,948

Gross replacement cost (GRC) $ '000 2

3.5% 3.5%

94.8% 94.8%

0.8% 0.8%

0.1% 0.1%

2.0% 0.8% 1.8%

0.6% 0.6%

37.1% 37.6% 22.2%

0.1%

1.1%

0.0% 0.0%

0.0% 0.0% 0.0%

0.2% 0.2%

Page 7 of 9

2.9%

28.4% 24.6% 25.8% 20.1%

4.3% 4.3%

33.5% 36.7% 27.8% 9.3% 29.6% 60.3% 30.3% 35.8% 32.0%

80.0% 15.7% 80.0% 15.7%

Assets in condition as a percentage of gross replacement cost

Special Schedules 2020

Georges River Council Report on Infrastructure Assets (continued) as at 30 June 2020 ยงNote/Subtotalยง

$ '000

Amounts

Indicator

2020

Prior period 2019

15,889 19,074

83.30%

104.04%

>=100.00%

14,377 931,165

1.54%

1.58%

<2.00%

28,346 27,974

101.33%

105.35%

>100.00%

4.49%

4.42%

Benchmark

Infrastructure asset performance indicators (consolidated) * Buildings and infrastructure renewals ratio

Asset renewals Depreciation, amortisation and impairment 2

Infrastructure backlog ratio

Estimated cost to bring assets to a satisfactory standard Net carrying amount of infrastructure assets Asset maintenance ratio

Actual asset maintenance Required asset maintenance Cost to bring assets to agreed service level

Estimated cost to bring assets to an agreed service level set by Council Gross replacement cost

60,683 1,352,000

(*)

All asset performance indicators are calculated using classes identified in the previous table.

(1)

Excludes Work In Progress (WIP)

(2)

Asset renewals represent the replacement and/or refurbishment of existing assets to an equivalent capacity/performance as opposed to the acquisition of new assets (or the refurbishment of old assets) that increases capacity/performance.

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Georges River Council // Annual Report 2019/20

>= 100.00%

To assess the rate at which these assets are being renewed relative to the rate at which they are depreciating.

Buildings and infrastructure renewals ratio

< 2.00%

This ratio shows what proportion the backlog is against the total value of a Council’s infrastructure.

Infrastructure backlog ratio

Source of benchmark: Code of Accounting Practice and Financial Reporting #28

Benchmark: ―

Infrastructure backlog ratio

Source of benchmark: Code of Accounting Practice and Financial Reporting #28

Benchmark: ―

Buildings and infrastructure renewals ratio

§Note/Subtotal§

as at 30 June 2020

19/20 ratio

83.30%

Commentary on result

1.54%

Ratio is outside benchmark

Ratio achieves benchmark

Council continues to maintain its infrastructure assets at an acceptable standard to stay well below the infrastructure backlog benchmark ratio. Council is strongly committed to operate and maintain its assets in a safe and serviceable condition according to the industry guidelines.

19/20 ratio

Commentary on result

Ratio is outside benchmark

Ratio achieves benchmark

Numerous renewal projects were still in progress as at 30 June 2020 which has resulted in lower asset renewals. Council undertakes planned comprehensive surveys on the roads, footpath and Kerb network, collecting detailed condition information to prioritize annual renewal programs.

Report on Infrastructure Assets (continued)

Georges River Council

> 100.00%

Compares actual vs. required annual asset maintenance. A ratio above 1.0 indicates Council is investing enough funds to stop the infrastructure backlog growing.

Asset maintenance ratio

Cost to bring assets to agreed service level

This ratio provides a snapshot of the proportion of outstanding renewal works compared to the total value of assets under Council's care and stewardship.

Cost to bring assets to agreed service level

Source of benchmark: Code of Accounting Practice and Financial Reporting #28

Benchmark: ―

Asset maintenance ratio

101.33%

4.49%

Page 9 of 9

Comprehensive condition reports in the 2018/19 and 2019/20 financial years indicated that the infrastructure asset conditions were better than expected. Overall, infrastructure assets were revalued upwards in both years.

19/20 ratio

Commentary on result

Ratio is outside benchmark

Ratio achieves benchmark

Council continues to invest in the maintenance of its assets to mitigate the overall risk exposures and to operate the assets in a more sustainable manner for the longer term.

19/20 ratio

Commentary on result

Special Schedules 2020

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Glossary of terms and acronyms Advocacy Proactively communicating to support a recommendation of a cause or policy. ARA Australasian Reporting Awards. Asset An item of property regarded as having value and available to meet debts, commitments, or legacies. Asset management Managing the maintenance of Council assets and development of new assets to ensure they meet community needs and expectations. Asset Management Plan A plan for managing the ongoing maintenance of existing Council assets and development of new assets to ensure they meet community needs and expectations now and into the future. Audit A systematic and independent examination of books, accounts, statutory records and documents of an organisation to ascertain if financial and non-financial disclosures present a true and fair view. Capital expenditure Funds spent by a business or organisation on acquiring or maintaining fixed assets, such as land, buildings and equipment. Capital works program A Council program of works which prioritises construction of necessary infrastructure to support the development of the region. CBD Central business district. Community engagement Consultative practice that enables the community to participate in Councilâ&#x20AC;&#x2122;s decision-making processes. Community land Land controlled under an adopted Plan of Management and must be kept for community use only.

Community Strategic Plan Part of a suite of documents that include the Delivery Program and Operational Plan, which outlines Councilâ&#x20AC;&#x2122;s key actions over the next three years and budget, fees and charges and the Resourcing Strategy. Councillors Democratically elected by the residents and ratepayers of Georges River LGA who set strategic direction for the organisation, monitor organisational performance, liaise with stakeholders and ensure operational compliance. Crown land Land owned by the NSW Government and managed by Council. DA Development application. Delivery Program How we will achieve the goals and strategies of our Community Strategic Plan. Development Control Plan (DCP) Policy statements and more detail beyond the provisions in a LEP and serves to further guide development decisions across the LGA. EEO Equal Employment Opportunity. EOI Expression of Interest. External audit An audit undertaken by an external provider of the financial records and financial statements of a company. Financial year The period from 1 July 2019 to 30 June 2020 for this annual report. FTE Full time equivalent. GIPA The Government Information (Public Access) Act 2009 which replaced Freedom of Information legislation

Georges River Council // Annual Report 2019/20

Governance The way rules, norms and actions are structured, sustained, regulated and held accountable.

Objective A specific, measurable condition that must be attained in order to accomplish a particular program goal.

Greater Sydney Commission Coordinates and aligns the planning that will shape the future of Greater Sydney.

Office of Local Government (OLG) Responsible for local government across NSW and the key adviser to the NSW Government on local government matters.

Independent Pricing and Regulatory Tribunal of NSW (IPART) The tribunal sets the local government rate peg and assesses applications for special rate variations and council contribution plans. Infrastructure The basic facilities, services and installations needed for the functioning of a community or society such as roads, bridges, drainage, water, and sewerage.

Operational Plan (OP) An annual plan that provides details of projects and activities for one year of the Delivery Program with a detailed annual budget and fees and charges. Operating surplus Shows whether Council has the ability to cover its operating costs from operating revenues.

Integrated planning and reporting Gives local councils a framework for establishing local priorities and to link this information to operational functions.

Performance measures A measure that assists in the assessment of overall performance towards the communityâ&#x20AC;&#x2122;s long-term objectives and lets us know if we are heading in the right direction.

Level of service A defined service quality for an activity or service area against which service performance may be measured.

Performance reporting A program promoting Council transparency, accountability and performance.

Leverage Ratio proportion of debts compared to equity/capital.

Pillar A theme that is important to the community and included in our Community Strategic Plan

LGA Local Government Area. Local Environmental Plan (LEP) An environmental planning instrument that contains legally binding provisions relating to development. LPP Local Planning Panel Long Term Financial Plan Projects financial forecasts for Council for at least 10 years and is updated annually as part of the development of the Operational Plan. Master plan A dynamic long-term planning document that provides a conceptual layout to guide future growth.

Plan of Management A document which regulates the use and management of community land such as parks and reserves. Procurement The process of finding and agreeing to terms and acquiring goods services or works from an external source. Resourcing Strategy A critical link when translating strategic objectives into actions. Risk management Minimising the incidence of injury, damage, or loss to persons or property and to the good reputation of Council.

A leading, people-focused organisation delivering outstanding results for our community and city

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OVERVIEW

Southern Sydney Regional Organisation of Councils (SSROC) Eleven councils spanning Sydneyâ&#x20AC;&#x2122;s southern and eastern suburbs, CBD and inner west. SRV Special Rate Variation. Stakeholder An individual or group with a particular interest in a project or action. Sustainability The ability to be maintained at a certain rate or level. Sustainable development Meets the needs of the present without compromising the ability of future generations to meet their own needs. Stormwater management Charge to manage the quantity and/or quality of stormwater that flows off land and includes a service to manage the re-use of stormwater for any purpose. TMAP Transport Management and Accessibility Plan Values Underlying attitudes that influence decisions and actions to maximise an organisationâ&#x20AC;&#x2122;s performance. Vision Statement of direction that articulates the aspirations of the community and serves as a guide to all those who contribute to it. Voluntary Planning Agreement (VPA) An agreement entered into by a planning authority and a developer where the developer agrees to provide or fund public amenities and public services, transport or other infrastructure. Ward A local authority area, typically used for electoral purposes. Work Health and Safety The discipline concerned with protecting the health and safety of all stakeholders in the workplace from exposure to hazards and risks resulting from work activities.

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Georges River Council // Annual Report 2019/20

Index Accessibility................................ 87, 93, 96, 97, 101

Open space ............................... 29, 30, 69, 75

Active and Accessible Places and Spaces..................... 30, 92

Operational ................................ Plan 6, 28

Bushland Management ............. 10, 56, 61, 93 Challenges in 2019/20 ............... 30, 31, 33,34 Children’s services .................... 114, 121, 134, 146 Community Events .................... 62 Community Grants .................... 100, 120, 242, 245 Committees................................ 228 Community Strategic Plan ......... 6, 28, 66, 67 Corporate values ....................... 25 Councillors ................................. 220, 223-227 Customer Service ...................... 35, 100, 136, 207 Delivery Program ....................... 6, 28, 30, 44, 66 Diversity and Inclusion Plan ...... 151, 207, 214 Economic development ............. 106 Elections .................................... 184, 220 Energy Management.................. 70

Parking ...................................... 30, 93, 96 Partnerships and Collaboration . 27, 31, 103, 109 Parks and Playgrounds.............. 10, 40, 46, 69 Pedestrian improvements .......... 41, 103 Population statistics ................... 8 Performance summary 2019/20 ..................................... 28, 29 Procurement .............................. 133, 141 Rates ......................................... 31, 44, 136, 153 Recycling ................................... 22, 58, 74 Regulatory.................................. 107, 124, 129 Resourcing Strategy .................. 66, 140, 148 Risk Management ..................... 134, 141, 234 Road Safety ............................... 243 Seniors programs ...................... 60, 100, 119

Equal Employment Opportunity (EEO) ..................... 214 Events ....................................... 31, 44, 59, 62 Financial Reporting.................... 268

Senior staff remuneration packages .................................. 214 Stormwater management .......... 45, 79 Swimming pool safety and inspections ......................... 130

General Manager’s Report ........ 34 General purpose financial statements ................... 261

Traffic management ................... 46

GIPA requests ............................ 142, 156 Graffiti management .................. 71, 76 Heritage and conservation......... 70, 77, 78, 245 Independent Auditor Reports ..... 266, 349 Integrated Planning and Reporting ................................... 66, 140 Internal Audit ............................. 143, 235, 238, 239 Key achievements 2019/20 ........ 69, 81, 93, 103, 113, 133, 208 Learning and development ........ 206, 207 Library services ......................... 60, 114 Major projects ............................ 40, 44, 140 Mayor’s message ...................... 33

Organisational Structure............. 202

Translations ............................... 2 Tree management ..................... 73 Vision of the community ............ 6, 25 Voluntary Planning Agreements ............................... 88 Volunteers ................................. 10, 59, 60 Wards ........................................ 21, 222 Waste management .................. 74, 279 Website ...................................... 46, 54 Workforce .................................. 134, 151, 204 Work, health and safety ............. 151, 208 Youth programs ......................... 60, 63, 100, 120

A leading, people-focused organisation delivering outstanding results for our community and city

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OVERVIEW

Statutory Index Environmental upgrade agreement ........................................................... 79 Stormwater management services ............................................................ 79 Coastal protection services........................................................................ 79 Fisheries Management Act......................................................................... 79 Voluntary Planning Agreements................................................................. 88 Work carried out on private land ................................................................ 90 Disability Inclusion Action Plan .................................................................. 100 Companion Animals Act ............................................................................ 128 Compliance with NSW Carers Act ............................................................. 129 Inspection of Private Swimming Pools....................................................... 130 Rates and Charges Written Off.................................................................. 153 Special Rate Variation Expenditure............................................................ 153 Capital Expenditure Reporting................................................................... 154 Government Information Public Access (GIPA).......................................... 156 Public Interest Disclosures......................................................................... 158 Contracts Awarded for Amounts Greater than $150,000............................ 154 Summary of amounts in relation to Legal Proceedings.............................. 159 Remuneration of Senior Staff .................................................................... 214 Overseas visits representing Council ........................................................ 215 Statement of Activities EEO Management Plan ........................................ 214 External bodies that exercises functions delegated by council ................. 215 Bodies in which council had controlling interest ........................................ 216 Bodies in which the Council participated .................................................. 216 Councillor Meeting Attendance .................................................................. 231 Councillor Expenses and Provision of Facilities ........................................ 232 Operational Grants .................................................................................... 242 Capital Grants ........................................................................................... 244 Grants Awarded ......................................................................................... 245 Community Grants Program ...................................................................... 246 Micro Grants .............................................................................................. 250 Doing it Differently Grants ......................................................................... 242 Venue Hire Grants ..................................................................................... 252 Community Facilities Rental Subsidy ........................................................ 256 Donations .................................................................................................. 257 Sponsorship .............................................................................................. 258 Heritage Building Grants .......................................................................... 259

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Georges River Council // Annual Report 2019/20

A leading, people-focused organisation delivering outstanding results for our community and city

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GEORGES RIVER COUNCIL ANNUAL REPORT 2019/20 www.georgesriver.nsw.gov.au